05-19-2022 (Comprehensive Plan Advisory Committee) Agenda Packet Wylie Comprehensive Plan Advisory Committee
May 19,2022—6:00 PM
Library Multi-Purpose Room- 300 Country Club Road, Building#300,Wylie,Texas 75098 CITY
CALL TO ORDER
COMMENTS ON NON-AGENDA ITEMS
Any member of the public may address Committee regarding an item that is not listed on the Agenda. Members of the public
must fill out a form prior to the meeting in order to speak. Committee requests that comments be limited to three minutes for
an individual, six minutes for a group. In addition, Committee is not allowed to converse, deliberate or take action on any
matter presented during citizen participation.
CONSENT AGENDA
All matters listed under the Consent Agenda are considered to be routine by the Committee and will be enacted by one motion.
There will not be separate discussion of these items.If discussion is desired, that item will be removed from the Consent Agenda
and will be considered separately.
A. Consider, and act upon,the approval of the March 3,2022 Meeting Minutes.
WORK SESSION
WS1. Process Recap.
WS2. Plan Takeaways and Implementation
WS3. Open House#2 Input
WS4. Discuss Possible Revisions
CONVENE INTO REGULAR SESSION
REGULAR AGENDA
WS 1, Consider, and act upon, a recommendation of the 2022 Comp Plan to the Planning and Zoning Commission.
and to the City Council.
ADJOURNMENT
CERTIFICATION
I certify that this Notice of Meeting was posted on May 13,2022 at 5:00 p.m. on the outside bulletin board at Wylie
City Hall, 300 Country Club Road, Building 100, Wylie, Texas, a place convenient and readily accessible to the
public at all times.
Page 11 � ,
Stephanie Storm, City Secretary Date Notice Removed
The Wylie Municipal Complex is wheelchair accessible. Sign interpretation or other special assistance for disabled
attendees must be requested 48 hours in advance by contacting the City Secretary's Office at 972.516.6020.Hearing
impaired devices are available from the City Secretary prior to each meeting.
If during the course of the meeting covered by this notice, the Commission should determine that a closed or
executive meeting or session of the Commission or a consultation with the attorney for the City should be held or
is required, then such closed or executive meeting or session or consultation with attorney as authorized by the
Texas Open Meetings Act,Texas Government Code § 551.001 et. seq.,will be held by the Commission at the date,
hour and place given in this notice as the Commission may conveniently meet in such closed or executive meeting
or session or consult with the attorney for the City concerning any and all subjects and for any and all purposes
permitted by the Act,including,but not limited to,the following sanctions and purposes:
Texas Government Code Section:
§ 551.071 —Private consultation with an attorney for the City.
§ 551.073—Discussing prospective gift or donation to the City.
Page 12
05/19/2022 Item A.
Comprehensive Plan
CITE* OF Advisory Committee
AGENDA REPORT
Department: Planning Item: A
Prepared By: Mary Bradley
Subject
Consider, and act upon,Minutes from the March 3, 2022 Regular Meeting.
Recommendation
Motion to approve Item A as presented.
Discussion
The minutes are attached for your consideration
3
05/19/2022 Item A.
Wylie Comprehensive Plan Advisory Committee
March 03,2022—6:00 PM
Library Multi-Purpose Room- 300 Country Club Road, Building#300,Wylie,Texas 75098 CITY
CALL TO ORDER
Chair Sandra Stone called the meeting to order at 6:00 pm and announced a quorum was present. Committee
Members present: Vice Chair Eugene Hauptmann, Committee Member Ken Kocon, Committee Member Jon
Bailey, Committee Member James Byrne, Committee Member Jared Larew, Committee Member Jeremy Meier,
Committee Member Jason Greiner, Committee Member Joe Chandler, Committee Member Kim Mullis and
Committee Member Jacques Loraine.
COMMENTS ON NON-AGENDA ITEMS
Any member of the public may address Committee regarding an item that is not listed on the Agenda. Members of the public
must fill out a form prior to the meeting in order to speak. Committee requests that comments be limited to three minutes for
an individual, six minutes for a group. In addition, Committee is not allowed to converse, deliberate or take action on any
matter presented during citizen participation.
CONSENT AGENDA
All matters listed under the Consent Agenda are considered to be routine by the Committee and will be enacted by one motion.
There will not be separate discussion of these items.If discussion is desired, that item will be removed from the Consent Agenda
and will be considered separately.
A. Consider, and act upon,the approval of the January 13,2022 Meeting Minutes.
Board Action
A motion was made by Committee Member Loraine, seconded by Committee Member Kocon to approve the
January 13,2022 Meeting Minutes. A vote was taken and carried 7-0 and four Committee Members arriving after
the vote.
WORK SESSION
WS1. The Consultant team and staff gave an recap of the comprehensive planning process.
WS2. Review the draft strategies survey results. Prior to the meeting, the Committee Members were asked to
participate in a survey to provide feedback on the plan goals and draft strategies. For each strategy, the
Committee Members was asked to respond with either "Agree," "Neutral," or "Disagree." The complete
results were compiled into a packet and shared with the members.
WS3. Discuss the draft strategies. At the meeting, the consultant team presented the nine draft strategies that
received two or more "Disagree" votes for discussion. The Committee Members focused on the strategies
that received the lowest votes from the survey for modifications and eventual consensus. As time allowed,
the Committee Members discussed additional draft strategies.
WS4. Next steps.The Consultant team reminded the Committee Members of upcoming open house event on March
31, 2022 and gave a summary of next steps and upcoming dates.
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05/19/2022 Item A.
RECONVENE INTO REGULAR SESSION
Chair Stone reconvened the meeting into Regular Session
ADJOURNMENT
A motion was made by Committee Member Mullis, seconded by Committee Member Loraine to adjourn the
meeting at 7:45 pm. A vote was taken and the motion carried 11 —0.
Sandra Stone, Chair
ATTEST:
Mary Bradley,Administrative Assistant II
Page 12 5
2022 Comprehensive Plan
MAY 19, 2022 | CPAC MEETING
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05/19/2022 Item WS1.
Your Team
Daniel Harrison Erica Craycraft
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05/19/2022 Item WS1.
Today’s Agenda
•Process Recap
•Plan Takeaways and Implementation
•Open House #2 Input
•Discuss Possible Revisions
•Formal Vote to Recommend Plan
•Next Steps
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05/19/2022 Item WS1.
Today’s Agenda
IS THE PLAN
READY TO MOVE
FORWARD ?
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05/19/2022 Item WS1.
Process Recap
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05/19/2022 Item WS1.
Date Meeting/Event
Monday, August 19, 2021 CPAC Kickoff
Monday, September 13, 2021 Community Open House #1 (Online: Sept. 3-Sept. 19)
Tuesday, October 12, 2021 Joint Workshop: Input Review and Goals
Thursday, November 11, 2021 CPAC: Housing, Special Planning Areas, Land Use
Categories
Thursday, January 13, 2021 CPAC: Future Land Use, Transportation
Thursday, February 3-17, 2022 CPAC Survey: Detailed Strategies Online Survey
Thursday, March 3, 2022 CPAC: Review and Discuss Detailed Strategies
Thursday, March 31, 2022 Community Open House #2 (Online: March 21-April 4)
Thursday, May 19, 2022 CPAC: Input Review, Finalize Plan
Tuesday, June 14, 2022 Joint Workshop
Tuesday, July 5, 2022 Planning & Zoning Commission Public Hearing
Tuesday, July 26, 2022 City Council Public Hearing
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05/19/2022 Item WS1.
Date Meeting/Event
Monday, August 19, 2021 CPAC Kickoff
Monday, September 13, 2021 Community Open House #1 (Online: Sept. 3-Sept. 19)
Tuesday, October 12, 2021 Joint Workshop: Input Review and Goals
Thursday, November 11, 2021 CPAC: Housing, Special Planning Areas, Land Use
Categories
Thursday, January 13, 2021 CPAC: Future Land Use, Transportation
Thursday, February 3-17, 2022 CPAC Survey: Detailed Strategies Online Survey
Thursday, March 3, 2022 CPAC: Review and Discuss Detailed Strategies
Thursday, March 31, 2022 Community Open House #2 (Online: March 21-April 4)
Thursday, May 19, 2022 CPAC: Input Review, Finalize Plan
Tuesday, June 14, 2022 Joint Workshop
Tuesday, July 5, 2022 Planning & Zoning Commission Public Hearing
Tuesday, July 26, 2022 City Council Public Hearing
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05/19/2022 Item WS1.
Date Meeting/Event
Monday, August 19, 2021 CPAC Kickoff
Monday, September 13, 2021 Community Open House #1 (Online: Sept. 3-Sept. 19)
Tuesday, October 12, 2021 Joint Workshop: Input Review and Goals
Thursday, November 11, 2021 CPAC: Housing, Special Planning Areas, Land Use
Categories
Thursday, January 13, 2021 CPAC: Future Land Use, Transportation
Thursday, February 3-17, 2022 CPAC Survey: Detailed Strategies Online Survey
Thursday, March 3, 2022 CPAC: Review and Discuss Detailed Strategies
Thursday, March 31, 2022 Community Open House #2 (Online: March 21-April 4)
Thursday, May 19, 2022 CPAC: Input Review, Finalize Plan
Tuesday, June 14, 2022 Joint Workshop
Tuesday, July 5, 2022 Planning & Zoning Commission Public Hearing
Tuesday, July 26, 2022 City Council Public Hearing
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05/19/2022 Item WS1.
Date Meeting/Event
Monday, August 19, 2021 CPAC Kickoff
Monday, September 13, 2021 Community Open House #1 (Online: Sept. 3-Sept. 19)
Tuesday, October 12, 2021 Joint Workshop: Input Review and Goals
Thursday, November 11, 2021 CPAC: Housing, Special Planning Areas, Land Use
Categories
Thursday, January 13, 2021 CPAC: Future Land Use, Transportation
Thursday, February 3-17, 2022 CPAC Survey: Detailed Strategies Online Survey
Thursday, March 3, 2022 CPAC: Review and Discuss Detailed Strategies
Thursday, March 31, 2022 Community Open House #2 (Online: March 21-April 4)
Thursday, May 19, 2022 CPAC: Input Review, Finalize Plan
Tuesday, June 14, 2022 Joint Workshop
Tuesday, July 5, 2022 Planning & Zoning Commission Public Hearing
Tuesday, July 26, 2022 City Council Public Hearing
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05/19/2022 Item WS1.
Date Meeting/Event
Monday, August 19, 2021 CPAC Kickoff
Monday, September 13, 2021 Community Open House #1 (Online: Sept. 3-Sept. 19)
Tuesday, October 12, 2021 Joint Workshop: Input Review and Goals
Thursday, November 11, 2021 CPAC: Housing, Special Planning Areas, Land Use
Categories
Thursday, January 13, 2021 CPAC: Future Land Use, Transportation
Thursday, February 3-17, 2022 CPAC Survey: Detailed Strategies Online Survey
Thursday, March 3, 2022 CPAC: Review and Discuss Detailed Strategies
Thursday, March 31, 2022 Community Open House #2 (Online: March 21-April 4)
Thursday, May 19, 2022 CPAC: Input Review, Finalize Plan
Tuesday, June 14, 2022 Joint Workshop
Tuesday, July 5, 2022 Planning & Zoning Commission Public Hearing
Tuesday, July 26, 2022 City Council Public Hearing
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05/19/2022 Item WS1.
Date Meeting/Event
Monday, August 19, 2021 CPAC Kickoff
Monday, September 13, 2021 Community Open House #1 (Online: Sept. 3-Sept. 19)
Tuesday, October 12, 2021 Joint Workshop: Input Review and Goals
Thursday, November 11, 2021 CPAC: Housing, Special Planning Areas, Land Use
Categories
Thursday, January 13, 2021 CPAC: Future Land Use, Transportation
Thursday, February 3-17, 2022 CPAC Survey: Detailed Strategies Online Survey
Thursday, March 3, 2022 CPAC: Review and Discuss Detailed Strategies
Thursday, March 31, 2022 Community Open House #2 (Online: March 21-April 4)
Thursday, May 19, 2022 CPAC: Input Review, Finalize Plan
Tuesday, June 14, 2022 Joint Workshop
Tuesday, July 5, 2022 Planning & Zoning Commission Public Hearing
Tuesday, July 26, 2022 City Council Public Hearing
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05/19/2022 Item WS1.
Date Meeting/Event
Monday, August 19, 2021 CPAC Kickoff
Monday, September 13, 2021 Community Open House #1 (Online: Sept. 3-Sept. 19)
Tuesday, October 12, 2021 Joint Workshop: Input Review and Goals
Thursday, November 11, 2021 CPAC: Housing, Special Planning Areas, Land Use
Categories
Thursday, January 13, 2021 CPAC: Future Land Use, Transportation
Thursday, February 3-17, 2022 CPAC Survey: Detailed Strategies Online Survey
Thursday, March 3, 2022 CPAC: Review and Discuss Detailed Strategies
Thursday, March 31, 2022 Community Open House #2 (Online: March 21-April 4)
Thursday, May 19, 2022 CPAC: Input Review, Finalize Plan
Tuesday, June 14, 2022 Joint Workshop
Tuesday, July 5, 2022 Planning & Zoning Commission Public Hearing
Tuesday, July 26, 2022 City Council Public Hearing
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05/19/2022 Item WS1.
Date Meeting/Event
Monday, August 19, 2021 CPAC Kickoff
Monday, September 13, 2021 Community Open House #1 (Online: Sept. 3-Sept. 19)
Tuesday, October 12, 2021 Joint Workshop: Input Review and Goals
Thursday, November 11, 2021 CPAC: Housing, Special Planning Areas, Land Use
Categories
Thursday, January 13, 2021 CPAC: Future Land Use, Transportation
Thursday, February 3-17, 2022 CPAC Survey: Detailed Strategies Online Survey
Thursday, March 3, 2022 CPAC: Review and Discuss Detailed Strategies
Thursday, March 31, 2022 Community Open House #2 (Online: March 21-April 4)
Thursday, May 19, 2022 CPAC: Input Review, Finalize Plan
Tuesday, June 14, 2022 Joint Workshop
Tuesday, July 5, 2022 Planning & Zoning Commission Public Hearing
Tuesday, July 26, 2022 City Council Public Hearing
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05/19/2022 Item WS1.
Date Meeting/Event
Monday, August 19, 2021 CPAC Kickoff
Monday, September 13, 2021 Community Open House #1 (Online: Sept. 3-Sept. 19)
Tuesday, October 12, 2021 Joint Workshop: Input Review and Goals
Thursday, November 11, 2021 CPAC: Housing, Special Planning Areas, Land Use
Categories
Thursday, January 13, 2021 CPAC: Future Land Use, Transportation
Thursday, February 3-17, 2022 CPAC Survey: Detailed Strategies Online Survey
Thursday, March 3, 2022 CPAC: Review and Discuss Detailed Strategies
Thursday, March 31, 2022 Community Open House #2 (Online: March 21-April 4)
Thursday, May 19, 2022 CPAC: Input Review, Finalize Plan
Tuesday, June 14, 2022 Joint Workshop
Tuesday, July 5, 2022 Planning & Zoning Commission Public Hearing
Tuesday, July 26, 2022 City Council Public Hearing
NEXT
STEPS
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05/19/2022 Item WS1.
Date Meeting/Event
Monday, August 19, 2021 CPAC Kickoff
Monday, September 13, 2021 Community Open House #1 (Online: Sept. 3-Sept. 19)
Tuesday, October 12, 2021 Joint Workshop: Input Review and Goals
Thursday, November 11, 2021 CPAC: Housing, Special Planning Areas, Land Use
Categories
Thursday, January 13, 2021 CPAC: Future Land Use, Transportation
Thursday, February 3-17, 2022 CPAC Survey: Detailed Strategies Online Survey
Thursday, March 3, 2022 CPAC: Review and Discuss Detailed Strategies
Thursday, March 31, 2022 Community Open House #2 (Online: March 21-April 4)
Thursday, May 19, 2022 CPAC: Input Review, Finalize Plan
Tuesday, June 14, 2022 Joint Workshop
Tuesday, July 5, 2022 Planning & Zoning Commission Public Hearing
Tuesday, July 26, 2022 City Council Public Hearing
NEXT
STEPS
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05/19/2022 Item WS1.
Date Meeting/Event
Monday, August 19, 2021 CPAC Kickoff
Monday, September 13, 2021 Community Open House #1 (Online: Sept. 3-Sept. 19)
Tuesday, October 12, 2021 Joint Workshop: Input Review and Goals
Thursday, November 11, 2021 CPAC: Housing, Special Planning Areas, Land Use
Categories
Thursday, January 13, 2021 CPAC: Future Land Use, Transportation
Thursday, February 3-17, 2022 CPAC Survey: Detailed Strategies Online Survey
Thursday, March 3, 2022 CPAC: Review and Discuss Detailed Strategies
Thursday, March 31, 2022 Community Open House #2 (Online: March 21-April 4)
Thursday, May 19, 2022 CPAC: Input Review, Finalize Plan
Tuesday, June 14, 2022 Joint Workshop
Tuesday, July 5, 2022 Planning & Zoning Commission Public Hearing
Tuesday, July 26, 2022 City Council Public Hearing
NEXT
STEPS
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05/19/2022 Item WS1.
Date Meeting/Event
Monday, August 19, 2021 CPAC Kickoff
Monday, September 13, 2021 Community Open House #1 (Online: Sept. 3-Sept. 19)
Tuesday, October 12, 2021 Joint Workshop: Input Review and Goals
Thursday, November 11, 2021 CPAC: Housing, Special Planning Areas, Land Use
Categories
Thursday, January 13, 2021 CPAC: Future Land Use, Transportation
Thursday, February 3-17, 2022 CPAC Survey: Detailed Strategies Online Survey
Thursday, March 3, 2022 CPAC: Review and Discuss Detailed Strategies
Thursday, March 31, 2022 Community Open House #2 (Online: March 21-April 4)
Thursday, May 19, 2022 CPAC: Input Review, Finalize Plan
Tuesday, June 14, 2022 Joint Workshop
Tuesday, July 5, 2022 Planning & Zoning Commission Public Hearing
Tuesday, July 26, 2022 City Council Public Hearing
NEXT
STEPS
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05/19/2022 Item WS1.
The Draft Plan
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05/19/2022 Item WS1.
Key Recommendations
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05/19/2022 Item WS1.
Key Recommendations
New future land use map and categories
Update the zoning/subdivision regulations
Continue Downtown enhancements
Focus on vertical mixed-use development
Encourage innovative developments
Plan for open space and recreation
Support bike/pedestrian connections
Suggested thoroughfare modifications
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05/19/2022 Item WS1.
Implementation
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05/19/2022 Item WS1.
Implementation Strategy
•Summary of all the plan’s 57 strategies
•Intended to serve as a “to-do” checklist
•Proactive and reactive
•Recommends review and update schedule:
•Annual progress report to P&Z/Council
•Major updates every 5 years (per City Charter)
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05/19/2022 Item WS1.
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05/19/2022 Item WS1.
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05/19/2022 Item WS1.
Open House #2 What People Said
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05/19/2022 Item WS1.
Open House #2
•Engagement held March 31 in-person
and March 21-April 10 online
•25-30 total participants
•Introductory presentation and draft
recommendation feedback boards
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05/19/2022 Item WS1.
Open House #2 Map-Based Input
•Concern about possible industrial/heavy commercial uses north of Wylie East
HS near SH 78 with neighborhoods and kids walking
•More things to do
•Park enhancements
•Roadway classification downgrades for Beaver Creek and Troy Road
•Desire for a traffic light at Woodbridge/Hensley
•Desire for a 4-way stop at Springwell/Hensley
•Desire for a left turn lane on southbound McCreary at Riverway Lane
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05/19/2022 Item WS1.
Open House #2 Strategies Input
•Limit apartments/low-income housing
•Improved code enforcement
•Landscaped medians
•Denser residential infill development; too much single-family zoning
•More mixed-use and walkable developments
•More open space and recreation
•Eliminate clear cutting on residential land
•Roundabouts
•Bike and pedestrian infrastructure
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05/19/2022 Item WS1.
POTENTIAL REVISIONS
TO REFLECT THE
COMMUNITY’S INPUT .
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05/19/2022 Item WS1.
Potential Revisions for Discussion
•Consider expanding LU6b’s
tree preservation protections to
include residential land
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05/19/2022 Item WS1.
Potential Revisions for Discussion
•Is Regional Commercial the
right land use along the south
side of SH 78?
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05/19/2022 Item WS1.
Potential Revisions for Discussion
•Should traffic controls be recommended
for future thoroughfare plan updates?
•Traffic light at Woodbridge and Hensley (near
Cooper/Draper schools)
•4-way stop at Springwell and Hensley (by
Woodbridge Park)
•Left turn lane on southbound McCreary into
Riverway Lane (near Groves Elementary)
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05/19/2022 Item WS1.
ARE ANY OTHER
REVISIONS NEEDED
TO REFLECT THE
COMMUNITY’S
INPUT ?
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05/19/2022 Item WS1.
DO YOU HAVE ANY
OTHER COMMENTS
RELATED TO THE
DRAFT?
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05/19/2022 Item WS1.
FORMAL VOTE TO
RECOMMEND THE
PLAN
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05/19/2022 Item WS1.
Next Steps
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05/19/2022 Item WS1.
Next Steps
1.FNI to revise the plan draft
2.Share plan draft on the website for public review
3.Joint workshop on June 14
4.Public hearing with P&Z to consider recommendation on July 5
5.Public hearing with Council to consider adoption on July 26
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05/19/2022 Item WS1.
Date Meeting/Event
Monday, August 19, 2021 CPAC Kickoff
Monday, September 13, 2021 Community Open House #1 (Online: Sept. 3-Sept. 19)
Tuesday, October 12, 2021 Joint Workshop: Input Review and Goals
Thursday, November 11, 2021 CPAC: Housing, Special Planning Areas, Land Use
Categories
Thursday, January 13, 2021 CPAC: Future Land Use, Transportation
Thursday, February 3-17, 2022 CPAC Survey: Detailed Strategies Online Survey
Thursday, March 3, 2022 CPAC: Review and Discuss Detailed Strategies
Thursday, March 31, 2022 Community Open House #2 (Online: March 21-April 4)
Thursday, May 19, 2022 CPAC: Input Review, Finalize Plan
Tuesday, June 14, 2022 Joint Workshop
Tuesday, July 5, 2022 Planning & Zoning Commission Public Hearing
Tuesday, July 26, 2022 City Council Public Hearing
CPAC IS
INVITED TO
ATTEND!
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05/19/2022 Item WS1.
THANK YOU
FOR YOUR TIME AND
COMMITMENT!
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Envision Wylie
5/5/2022 DRAFT | i
2022 Comprehensive Plan
Growing Together, Building Community
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Acknowledgments
City Council
Matthew Porter, Mayor
Jeff Forrester, Mayor Pro Tem
David R. Duke, Place 1
Dave Strang, Place 2
Scott Williams, Place 4
Timothy T. Wallis, Place 5
Garrett Mize, Place 6
Planning and Zoning Commission
Cory Plunk, Chair
Bryan Rogers, Vice-Chair
James Byrne
Joshua Butler
Jacques Loraine III
Dan Norris
Taylor Newsom
Comprehensive Plan Advisory Committee (CPAC)
Sandra Stone, Chair
Eugene Hauptmann, Vice-Chair
Matt Atkins
Jon Bailey
James Byrne
Joe Chandler
Jason Greiner
Ken Kocon
Jared Larew
Jacques Loraine III
Jeremy Meier
Kim Mullis
Todd Pickens
Mathew Soto
City Staff
Brent Parker, Interim City Manager
Renae Ollie, Assistant City Manager
Brent Parker, Assistant City Manager
Jasen Haskins, AICP, Planning Manager
Kevin Molina, Senior Planner
Mary Bradley, Administrative Assistant II
Consultant - Freese and Nichols, Inc.
Daniel Harrison, AICP
Erica Craycraft, AICP
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Contents
Chapter 1: Plan Introduction .............. 1
Purpose .................................................................... 1
Legal Basis for Planning ........................................... 2
How is a Comprehensive Plan Used? ....................... 2
Local Plans................................................................ 4
Regional Transportation Plan ................................... 6
Community Engagement Process ............................ 8
Chapter 2: Community Snapshot ....... 9
Introduction .............................................................. 9
Regional Relationship ............................................. 10
Historical Context ................................................... 12
Demographic Profile .............................................. 13
Physical Constraints ................................................ 20
Chapter 3: Housing & Neighborhoods
........................................................ 24
Introduction ............................................................ 24
Existing Housing & Neighborhood Characteristics 25
Housing & Neighborhoods Goals & Strategies ...... 30
Chapter 4: Land Use & Design ......... 37
Introduction ............................................................ 37
Existing Land Use & Characteristics ....................... 38
Future Land Use ..................................................... 40
Population Projections & Ultimate Capacity ........... 47
Land Use & Design Goals & Strategies .................. 48
Chapter 5: Transportation ............... 64
Introduction ............................................................ 64
Existing & Future Level of Service (LOS) ................ 65
2018 Thoroughfare Plan ......................................... 67
Transportation Goals & Strategies ......................... 71
Chapter 6: Implementation .............. 77
Introduction ............................................................ 77
Phased Implementation ......................................... 78
Methods of Implementation ................................... 78
Plan Updates .......................................................... 78
Implementation Matrix ........................................... 79
Appendix: Community Input ............ 90
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Chapter 1: Plan Introduction 5/5/2022 DRAFT | 1
Chapter 1: Plan
Introduction
Purpose
There are two interrelated focuses of a
comprehensive plan: (1) it allows the citizens of
a community to create a shared vision of what
they desire for their community, and (2) it
establishes ways in which a community can
effectively realize that vision. The Wylie
Comprehensive Plan tells the story of who Wylie
is and what it wishes to become as it grows and
redevelops. The City of Wylie is at an opportune
crossroad for a new and exciting period in its
history. Although the City has seen rapid growth
in the past couple of decades, demographic
trends in Wylie and the Dallas-Fort Worth
Metroplex forecast the City for continued
growth in the decades to come. As a result, this
update to the City’s previous comprehensive
plan is meant to be a proactive way for the
community to identify a unified vision for the
City in anticipation for current and future growth
trends.
A city’s comprehensive plan is well-defined as a
long-range planning tool that is intended to be
used by its staff, councils, boards, and residents
to guide the community’s physical development
for 10-20 years. The purpose of a
comprehensive plan is to serve as a living,
flexible guide for both current and future
decision-makers. The primary intentions of a
comprehensive plan include the following:
• Efficient delivery of public services,
• Coordination of public and private
investment,
• Minimization of potential conflicts
between land uses,
• Management of growth, development,
and redevelopment in an orderly
manner,
• Cost-effective public investments, and
• A rational and reasonable basis for
making decisions about the community.
A comprehensive plan is not a zoning
ordinance, but rather a high-level tool utilized
by the City to make development decisions. As
new development applications, zoning requests,
and other development decisions are made, a
comprehensive plan helps to safeguard
coordinated growth. Determining what land
uses are appropriate within Wylie and where
such land uses should be located helps to
protect the integrity of the City’s
neighborhoods, corridors, and natural assets.
Ultimately, synchronized land use patterns help
to protect private property by maintaining and
enhancing value and protecting property from
incompatible uses.
The Wylie Comprehensive Plan examines
realities of existing conditions, demographic
implications, areas of growth potential and
strategies for improving quality of life. The plan
focuses not only on the physical development
of the city, but also the overall goals to become
a more livable and economically vibrant
community. While the plan is visionary and
outlines citizens’ desires, it is also measurable
by employing implementation-focused
recommendations.
With significant development pressures, Wylie is
on course for continued growth and
improvements in the decades to come. The
Wylie Comprehensive Plan anticipates change
Chapter 1:
Plan Introduction
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and proactively addresses major issues, defining
goals and actions that will help to shape the
City. This vision process can help minimize
conflicts in decision-making, which saves time,
money, and resources. This plan will lay the
foundation for future improvements and priority
action items.
Legal Basis for Planning
A city’s comprehensive plan can be defined as a
long-range planning tool that is intended to be
used by citizens, decision-makers, and City staff
to guide the growth and physical development
of a community for long periods of time. The
State of Texas has established laws with regard
to the way in which incorporated communities
can ensure the health, safety, and welfare of
their citizens through a comprehensive plan.
More specifically, the law states:
“The governing body of a municipality
may adopt a comprehensive plan for
the long-range development of the
municipality… A municipality may
define the relationship between a
comprehensive plan and development
regulations and may provide standards
for determining the consistency
required between a plan and
development regulations.”
- Texas Local Government Code, Chapter 213
How is a Comprehensive Plan
Used?
This section describes the various mechanisms
used by cities that transform a plan from a
document to a tool. These mechanisms fall into
the three basic categories: regulatory
ordinances, financing mechanisms, and city
procedures.
Regulatory Ordinances
Subdivision Regulations
Subdivision regulations direct the division of
land into individual lots or parcels prior to
development, and control the design and
construction of subdivisions, streets, and
easements. Subdivision regulations apply both
within a city’s limits and extraterritorial
jurisdiction (ETJ).
Zoning Ordinances
Zoning regulations are applicable within a city’s
limits and can affect land use integration (mixes
of uses and lot sizes), site and building design
standards, and required amenities for various
types of development. Zoning regulations are
not applicable within a city’s ETJ.
Financial Mechanisms
Capital Improvements
Capital improvement funding supports
comprehensive plan recommendations that will
generally require a one-time or initial
investment to be achieved. Typically, this
funding is applied to large municipal projects
such as infrastructure improvements and/or land
acquisition.
Annual Budget
The annual budget (or “general fund”) supports
comprehensive plan recommendations that are
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not capital improvements. This funding typically
supports city operations and programs.
City Procedures
City Leadership and Staff
City leadership plays a vital role in achieving the
vision of the Comprehensive Plan and
implementing policy recommendations. City
leaders – such as the City Council and Economic
Development Corporation – use the Plan as a
guide when making development, operational,
and/or policy decisions.
City staff is also critical to the process of
implementing Plan recommendations. Staff is
often the first point of contact for citizens and
developments and can educate the community
about the visions established by the Plan. Staff
can also proactively submit (before the proper
boards and commissions) recommended zoning
and subdivision amendments, as well as other
Comprehensive Plan policy-related
recommendations that may be implemented
through resolution or ordinance.
Development Review
The usual processes for reviewing and
processing zoning amendments, development
plans, and subdivision plats provide significant
opportunities for implementing the
Comprehensive Plan. Zoning, development and
subdivision decisions should be evaluated and
weighed against applicable recommendations
contained within the Plan. If decisions are made
that are inconsistent with the recommendations,
the Plan should be amended accordingly in
order to ensure consistency and fairness in
future decision-making.
Engineering Studies
Some recommended policies may require more
in-depth analysis. These are typically shown with
the implementation mechanism. Generally,
these recommended policies involve
environmental studies or an analysis of public
services (water, wastewater, drainage) that may
be needed as a city continues to develop and
grow in population.
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Local Plans
2012 Comprehensive Master
Plan
On May 8, 2012, the City of Wylie adopted the
2012 Comprehensive Master Plan. The Plan
contains valuable information and
recommendations regarding the following
elements:
• Development Issues
• Action Steps
• Land Use Plan
• Transportation Plan
• Existing Conditions
• Parks and Recreation
• Redevelopment and Overlay Districts
• Economic Development
• Hazard Mitigation
This Comprehensive Plan builds upon the
aforementioned effort. The Plan also takes into
consideration previous recommendations
outlined in the 2012 effort.
2019 Parks, Recreation & Open
Space Master Plan
The 2019 Parks, Recreation & Open Space
Master Plan provides direction for park
expansion, park redevelopment, and new park
development to serve the City of Wylie for the
next five to ten years. As a guiding document,
the Master Plan serves as a strategic tool for
fiscal planning and development of Wylie’s park
system.
As part of the Master Plan, recommendations
and concept plans were created to further the
goal of maintaining and improving the City’s
high-quality park system. This Comprehensive
Plan takes these recommendations and concept
plans into consideration to ensure the goals and
recommendations within this Plan align with
previous planning efforts made by the City.
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2021 Downtown Strategic Plan
As called for in the 2012 Comprehensive Master
Plan, the City of Wylie embarked on the
creation of the 2021 Downtown Strategic Plan
with assistance from the North Central Texas
Council of Governments (NCTCOG) to guide
development and improvements in Downtown.
Major tasks completed by NCTCOG staff
included data collection, stakeholder and public
involvement, and strategic plan development.
These key tasks were used to assess the existing
conditions of sidewalks, roadways, pedestrian
experience, lighting, wayfinding, and other
components in Downtown Wylie. Staff created
recommendations for improvements based on
the existing conditions, stakeholder
engagement, public survey responses, and
goals outlined by the City.
When considering Downtown Wylie, this Plan
took into consideration the recommendations
outlined within this planning effort.
2018 Thoroughfare Plan
In 2018, the City of Wylie adopted the
Thoroughfare Plan to guide street
improvements in the City in the future. In
addition to identifying future roadway
classifications for the existing roadway network,
new connections were identified to
accommodate increased traffic volumes
expected to occur in the future. For example, a
key connection identified in the Thoroughfare
Plan calls for the extension of Park Boulevard to
Skyview Drive to provide better east-west
connectivity in the City.
This Plan takes into consideration and
incorporates this Thoroughfare Plan into
recommendations and maps. The proposed
classifications and new connections were
considered when determining the Future Land
Use Plan.
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Regional Transportation Plan
The North Central Texas Council of
Governments (NCTCOG) is a voluntary and non-
binding association established to “assist local
governments in planning for common needs,
cooperating for mutual benefit, and
coordinating for sound regional development.”
NCTCOG is the predominant regional planning
body in North Texas - conducting research,
studies, and regional plans related to
transportation, environmental sustainability, and
growth management. Much of this focuses on
the rapid growth expected for North Texas in
the years to come. Given that Wylie is a
member of NCTCOG’s geographical area, it is
important that the City monitor planning efforts
made on behalf of the organization as they have
the potential to affect the community.
Mobility 2045, adopted in June of 2018, is
NCTCOG’s most recent transportation plan. In
addition to planning for a wide range of future
transportation needs, Mobility 2045 provides
projections for future population growth and
distribution. Due to Wylie’s location in the DFW
Metroplex, several transportation topics are
addressed in Mobility 2045 that may potentially
impact the City.
Mobility 2045 recommends future roadway and
transit improvements to areas in North Texas.
Near Wylie, additional toll road capacity has
been identified starting at US-75 in Plano and
traveling southeast, terminating in Rockwall.
Additionally, a DART extension has been
identified for the proposed Cotton Belt Line,
extending east of US-75 to the City of Wylie and
terminating at TX-78. The growth that could
occur with improvements to the transportation
network in Collin County and the surrounding
region, specifically those dealing with transit
services, are factors the City should continue to
monitor to prepare for future growth and
transportation needs.
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As part of Mobility 2045, NCTCOG estimated
the growth of each county in the Metroplex.
Wylie is within Collin County, which is adjacent
to the largest county in DFW, Dallas County, in
terms of population size. According to
NCTCOG’s projections, Collin and Dallas
Counties’ populations are anticipated to grow
by a combined 1.6 million by 2045. Based on
this information, Wylie should continue to
prepare for potential growth in the coming
decades to ensure the type of development its
community desires.
County 2017
Population
2045
Population Increase
Collin 951,795 1,689,168 737,373
Dallas 2,600,408 3,445,204 844,796
Denton 804,395 1,346,316 541,920
Ellis 163,695 300,954 137,259
Hood 55,034 85,738 30,704
Hunt 87,279 134,291 47,012
Johnson 158,683 262,865 104,182
Kaufman 114,741 224,203 109,462
Parker 123,181 206,813 83,632
Rockwall 93,430 181,560 88,103
Tarrant 2,020,278 3,263,622 1,243,344
Wise 62,588 105,797 43,209
Totals 7,235,508 11,246,508 4,011,023
Figure 1-1. County Population Comparisons
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Community Engagement
Process
This Envision Wylie comprehensive plan is the
community’s plan. The community’s input
shaped the plan’s recommendations and
priorities. An overview of the primary
community engagement meetings is shown in
Figure 1-2; the full community input results are
included in the Appendix.
Figure 1-2. Community Engagement Process
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Chapter 2:
Community Snapshot
Introduction
The purpose of this Community Snapshot
chapter is to understand Wylie’s physical, social,
and economic context. Understanding the City’s
background and context helps to identify the
community’s values, needs, and desires, all of
which affect future growth and development.
Furthermore, information included within this
chapter will lay a foundation for all subsequent
planning decisions. This chapter includes a
discussion and/or analysis of the following:
• Regional Relationship
• Historical Context
• Demographic Profile
• Physical Constraints
Chapter 2:
Community Snapshot
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Regional Relationship
Wylie is located primarily in southern Collin
County, but does extend into portions of Dallas
County and Rockwall County. The City is
centrally located between Lavon Lake and Lake
Ray Hubbard in the northeastern portion of the
Dallas-Fort Worth Metroplex, with a significant
amount of the City Limits having lakefront
access to Lavon Lake. The City is approximately
37 square miles in area, with much of the City’s
commercial activity located along the TX-78
corridor. Notable cities in close proximity to
Wylie include:
• Plano
• Allen
• Rockwall
• Richardson
• Garland
• Parker
• Murphy
• Sachse
• McKinney
• Dallas
In recent decades, Wylie has become a
bedroom community for major employment
generators in the DFW Metroplex. As the
northeastern part of the Metroplex continues to
grow, Wylie is well-positioned to capitalize on
the economic opportunities, such as the
Intermodal center, while continuing to maintain
a high quality of life for current and future
residents.
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Figure 2-1. Regional Context Map
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Historical Context
The City of Wylie’s story begins in 1885 as a
town called Nickelville. Nickelville was a small
North Texas frontier settlement and residents
heard word that the Santa Fe rail line was
headed in their direction, bringing the potential
for added prosperity to the town and region.
When the Santa Fe line arrived, the agent and
engineer in charge of determining the track
route was Colonel W.D. Wylie who, after
numerous surveys, decided to lay the track just
north of Nickelville.
During this time, Colonel Wylie promised the
residents of Nickelville he would do great things
for the community if it bore his name. The
convinced residents submitted Wylie’s name to
town leadership and, when the application for
the new post office was received in 1886, the
name became official.
The town was relatively small throughout the
remainder of the 19th century, but by the mid-
1910s, agriculture became a staple in the
community as shipping by rail was becoming
more and more profitable. Hogs were shipped
weekly, cotton was the leading crop, and onions
soon became a prized commodity. Until the
early 1960s, Wylie was known as the “Onion
Capital of the World,” and an onion shed could
be found by the Santa Fe tracks.
In the 21st century, the City of Wylie has seen
tremendous growth, seeing an increase of
roughly 45,000 residents in the last 20 years. No
longer is Wylie the sleepy agriculture
community of North Texas, but rather a thriving
suburban city with a high quality of life, close to
the tremendous leisure activities and
employment the DFW Metroplex has to offer.
Source: City of Wylie
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Demographic Profile
The purpose of evaluating a community’s
demographics is to understand its social
context, both historically and at the present
time. Understanding the background and
context of a community can help identify its
values, needs, and desires that will affect its
future growth and development. Demographics
impact every element of a comprehensive plan,
from land use to tax revenue to the demand for
infrastructure and services. Understanding the
‘who’, ‘when’, and ‘where’ of demographic
trends can help the City accommodate current
and future needs with a higher degree of
efficiency and accuracy.
Methodology
This Plan utilizes historical and forecasted data
from Esri and the U.S. Census Bureau. Esri uses
U.S. Census Bureau data as the basis for
estimates. In regard to the U.S. Census Bureau,
every 10 years a systematic count is conducted
of the number of people living in the country.
Between decennial censuses, the U.S. Census
Bureau conducts an American Community
Survey (ACS), which is an estimate based on a
small sample of randomly selected participants
over a period of several years. While the ACS
data is not as statistically reliable as the
decennial census, it provides a more recent
estimate of the existing conditions. These data
sets are taken into account by Esri and are
refined further for more accurate up-to-date
estimates.
Population Trends
In 2021, it was estimated that Wylie had a
population of 58,797 people. Spanning over a
century, the City’s population has increased
exponentially. In 1890, the population of the
City was 239 residents. By 1990, the City had
increased in population by nearly 8,500
persons. In recent years, the City has seen even
more growth, with a population increase of
26,295 people from 2000 to 2010 and an
increase of 17,370 people from 2010 to 2021.
Source: U.S. Census Bureau; Esri (2020 and 2021)
-
10,000
20,000
30,000
40,000
50,000
60,000
202120202010200019901980197019601950194019301920191019001890 PopulationFigure 2-2. Historical Population of Wylie
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Household Size
Household size is important when evaluating
future housing types and other land use
decisions. For example, larger households tend
to live in larger housing types to accommodate
the number of people living under one roof.
The City of Wylie’s household distribution is
typical of a suburban community in the DFW
Metroplex. As of 2020, the majority of all
households contain three people or more,
indicating a strong familial presence within the
community. The average household size within
Wylie is 3.14 people.
Figure 2-3. Household Size
Source: Esri 2020
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Age and Sex Distribution
Age and sex trends within a population can
indicate and project need for services such as
hospitals, parks, schools, and community
centers. Age and sex distribution can also help
identify what kinds of land uses might be
desirable within a community. For example, a
community with a younger population might
prefer starter and move-up housing.
Age distribution in the City follows a relatively
normal pyramid shape. This is evident with a
large population of younger residents (0-14
years of age) and a smaller population of older
residents (50-85+ years of age). It is no surprise
there are fewer people in the age range of 20-
24 relative to adjacent age groups – one of the
only deviations from the pyramid shape. This is
typical of many cities that do not have an
established higher education or large local
employment presence in which younger adults
move away for college and/or other job
opportunities.
10%8%6%4%2%0%2%4%6%8%10%
0-4
5-9
10-14
15-19
20-24
25-29
30-34
34-39
40-44
45-49
50-54
55-59
60-64
65-69
70-74
75-79
80-84
85+
Wylie Female Wylie Male
Source: Esri 2020
Figure 2-4. Age Pyramid
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Race and Ethnicity
Race and ethnicity are factors that help explain
a community’s identity. While the two terms are
often used interchangeably, race is associated
with biological factors, such as facial features or
hair color. According to the U.S. Census Bureau
classifications, racial classifications in the United
States include, but are not limited to, White,
Black, Asian, Pacific Islander, and Native
American. Ethnicity is associated with cultural
factors, such as language and traditions. The
most common ethnicity in the U.S. is
Hispanic/Latino.
Race
The largest racial group in Wylie is those who
consider themselves “White”, making up 64.2%
of the population. The second largest racial
group is those who consider themselves “Black
or African American”, making up 14.4% of the
population. The third largest racial group is
those who consider themselves “Asian”,
comprising 9.5% of the population. In addition,
approximately 7.2% of residents consider
themselves “Some other race”.
Ethnicity
In regard to the ethnic makeup of Wylie, 81.3%
of people identify as “Not Hispanic or Latino”,
while 18.7% responded as “Hispanic or Latino”.
In Collin County, 15.7% of people identify as
“Hispanic or Latino”. This varies from the State
of Texas in which roughly 40% of individuals
identify as Hispanic.
Figure 2-5. Racial Distribution
Race Percentage
White 64.2%
Black or African American 14.4%
American Indian and Alaska
Native
0.6%
Asian 9.5%
Native Hawaiian and Other
Pacific Islander
0.2%
Some other race 7.2%
Two or more races 3.9%
Source: Esri 2020
Figure 2-6. Ethnic Distribution
Source: Esri 2020
81.3%
18.7%
Not Hispanic or Latino Hispanic or Latino
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Educational Attainment
The educational attainment of a community can
be an indicator of the types of jobs in the
region, and can provide general information
about the skills and abilities of the local
workforce. Knowledge of workforce
composition can also help a city target and
recruit certain types of businesses. Highly
educated communities typically attract high-
paying jobs and upscale businesses.
Wylie has similar metrics compared to the State
of Texas, with the largest difference evident in
the number of residents that hold a bachelor’s
degree. The ratio of residents in Wylie who hold
a bachelor’s degree is approximately seven
percentage points greater than the State of
Texas. The majority of residents in Wylie have
completed at least some college coursework,
indicating Wylie is a highly educated community
relative to the state.
0%
5%
10%
15%
20%
25%
30%
Less than 9th
grade
9th to 12th
grade, no
diploma
High school
graduate
Some college,
no degree
Associate's
degree
Bachelor's
degree
Graduate or
professional
degree
Wylie Texas
Source: Esri 2020
Figure 2-7. Educational Attainment
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Employment Characteristics
Resident Occupations
Every job that is available in the U.S. falls into
one of ten categories, as defined by both the
U.S. Census Bureau and the Bureau of Labor
Statistics. These categories are:
• Professional;
• Management/Business/Financial;
• Administrative Support;
• Services;
• Sales;
• Construction/Extraction;
• Transportation/Material Moving;
• Production;
• Installation/Maintenance/Repair; and
• Farming/Forestry/Fishing.
Worker occupation aids in measuring the kinds
of work that employ a community’s citizens.
Note that this is an assessment of the
employment of Wylie’s residents, rather than an
assessment of employment located within the
City.
Workers who live in the City are employed in a
variety of occupations. Approximately 28.8% of
residents work in Professional occupations.
In addition, residents who work in
Management/Business/Financial occupations
make up 16.5% while 14.8% of residents work in
Administrative Support occupations. These
three occupations make up roughly 60% of all
jobs worked by Wylie’s residents. The majority
of the remaining 40% of jobs worked by
residents of the City are in the Services and
Sales occupations.
0.0%
3.9%
4.1%
4.6%
4.7%
11.1%
11.5%
14.8%
16.5%
28.8%
0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000
Farming/Forestry/Fishing
Installation/Maintenance/Repair
Production
Transportation/Material Moving
Construction/Extraction
Sales
Services
Administrative Support
Management/Business/Financial
Professional
Jobs
Source: Esri 2020
Figure 2-8. Resident Occupations
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Employers in Wylie
Compared to the previous section, the
following is a detailed overview of the industries
for jobs physically located within Wylie rather
than the occupations of its residents.
Understanding the types and distribution of
jobs within the City allows one to understand
predominant industries. According to the U.S.
Census Bureau, 10,157 jobs are located within
Wylie (2019). As shown in Figure 2-9, the largest
percentages of jobs in the City of Wylie are in
the Retail Trade and Manufacturing industries,
making up 35% of all jobs located within Wylie.
Median Household Income
Median household income is the household
income earned in which half of the homes in the
community earn more and half earn less.
Compared to average household income,
median household income tends to be a more
accurate portrayal of a typical household’s
income as outliers do not affect the resulting
income. Understanding the median household
income of a community is important as it can
identify services that individuals and their
families can afford. In addition, median income
can help identify goals that a city might desire
to achieve. In Wylie, the median household
income is $94,662 – significantly higher than the
state’s median household income of $60,820.
Source: U.S. Census Bureau 2019
18%
17%
11%
11%
10%
9%
5%
4%
3%
3%
2%
2%
2%
1%
1%
1%
1%
0%
0%
0%
0%2%4%6%8%10%12%14%16%18%20%
Retail Trade
Manufacturing
Health Care and Social Assistance
Construction
Accommodation and Food Services
Utilities
Public Administration
Administration & Support, Waste Management and…
Professional, Scientific, and Technical Services
Other Services (excluding Public Administration)
Wholesale Trade
Finance and Insurance
Real Estate and Rental and Leasing
Information
Educational Services
Transportation and Warehousing
Agriculture, Forestry, Fishing and Hunting
Management of Companies and Enterprises
Arts, Entertainment, and Recreation
Mining, Quarrying, and Oil and Gas Extraction
Figure 2-9. Industry of Jobs in Wylie
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Physical Constraints
A number of factors, both natural and
constructed, impact how Wylie can grow and
develop. For example, the City limits, water
bodies, floodplains, natural resources, and
major thoroughfares impact/influence future
development. By understanding these factors
and impediments, the City can better
understand its potential to grow as well as
where that growth might occur. The map on the
following page identifies physical constraints in
Wylie and the surrounding area.
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Figure 2-10. Physical Features Map
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Natural Constraints
Topography
Wylie has a high point elevation of roughly 570
feet and a low point elevation of roughly 440
feet, indicating an elevation difference of about
130 feet within the City. Higher elevations are
generally in the western portion of the City’s
limits while lower elevations are generally in the
eastern portion of the City’s limits. Changes in
elevation will be important when considering
developable land and stormwater planning.
Water Bodies, Streams, and Floodplains
Wylie is unique in that it is a lakeside community
with lakefront access to Lavon Lake, and is in
close proximity to Lake Ray Hubbard. Given
Wylie’s proximity to two major lakes in the DFW
Metroplex, there are multiple tributaries and
rivers in or in close proximity to the City.
The East Fork of the Trinity River flows south
from Lake Lavon to Lake Ray Hubbard, flowing
through portions of Wylie’s eastern City limits.
Multiple tributaries of Lake Ray Hubbard like
Muddy Creek and Cottonwood Creek flow
through the southern portion of Wylie’s City
limits.
As with all major rivers and tributaries, large
amounts of floodplain are associated with the
streams flowing through Wylie. This is important
to consider as stringent development
regulations have been put in place by the
Federal Emergency Management Agency’s
(FEMA) National Flood Insurance Program
(NFIP). In most cases, developers tend to avoid
these areas in order to avoid incurring costs
associated with bringing a building up to the
standards required by the NFIP.
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Constructed Constraints
City Boundaries
Currently, the City limits comprise about 37
square miles. Approximately five percent of the
City remains undeveloped, with about 10 to 15
percent of the City available for redevelopment,
indicating the City can accommodate growth
within its current boundaries. In addition, there
are portions of the City’s extraterritorial
jurisdiction (ETJ) that can accommodate growth
- particularly in the southern and northeastern
portions of the ETJ.
Major Thoroughfares
Major thoroughfares are roadways identified as
regional and local routes, providing mobility
over long distances. These roadways differ
compared to roads located in places like
subdivisions as they are meant to provide
mobility for higher volumes of traffic at relatively
high speeds. In Wylie, TX-78 is the major
regional thoroughfare, with a southwest to
northeast alignment. Other roadways that may
not constitute regional thoroughfares but are
worth noting include Ballard Avenue, Country
Club Road, and FM-544. These roadways
provide adequate north-south and east-west
mobility, with Ballard Avenue acting as the
primary boulevard into Downtown Wylie.
These roadways provide major benefits to the
community, including access and connectivity
within and through Wylie, economic
development potential due to undeveloped
frontage, and a wide range of opportunities to
continue to create a positive image of Wylie for
thousands of people traveling in the City each
day. These roadways are critical beyond serving
as connectors; they also provide land prime for
development opportunities and establishing a
positive image. In addition, it is important that
City staff and City leadership consider future
improvements that are expected to occur on
these roadways. Although TX-78 is managed
and maintained by the Texas Department of
Transportation (TxDOT), it is important that the
City monitor improvements as it will have a
significant impact on development within the
City.
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Chapter 3: Housing &
Neighborhoods
Introduction
Communities are defined by their
neighborhoods. Retail, commercial, and other
employment centers provide jobs and the
foundation for our economy. Residential areas
are where we live, raise families, and invest in
private property. Each of Wylie’s
neighborhoods face different challenges and
opportunities. Neighborhood revitalization is a
complex issue because it must be respectful of
the physical structure itself and the people who
live in it, including their physical and financial
abilities to maintain the property’s integrity.
This section of the Envision Wylie
Comprehensive Plan provides an analysis of
existing neighborhoods, followed by goals and
strategies for future housing needs to ensure
that Wylie continues to be a desirable and
welcoming community for years to come.
Chapter 3:
Housing & Neighborhoods
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Existing Housing &
Neighborhood Characteristics
Understanding the existing housing conditions
within a community is helpful in determining
appropriate goals and recommendations to
ensure there is housing that can serve current
and future residential needs.
Housing Choices
“Housing choices” refers to the variety of
housing types that exist in Wylie today. As
shown in Figure 3-1, the majority (83%) of
dwelling units in Wylie are traditional detached
single-family homes, compared to 65%
statewide and 69% in Collin County. The next
most common housing types include
mobile/manufactured homes and multifamily
buildings with 20 or more units.
83%
2%
1%1%
1%
2%
4%
7%
0%
17%
1-unit, detached 1-unit, attached 2 units
3 or 4 units 5 to 9 units 10 to 19 units
20 or more units Mobile home Boat, RV, van, etc.
Figure 3-1. Housing Types
Source: ACS 2015-2019
Census Terminology
1-unit, detached = Traditional single-family home
1-unit, attached = Duplexes or townhomes that
share a ground-to-roof wall
2 or more units = Units that are not separated by
a ground-to-roof wall (e.g., stacked units, triplex,
quadplex, traditional apartments)
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Affordability
Households paying more than 30 percent of
their income towards housing costs are
considered “cost burdened”. The U.S.
Department of Housing and Urban
Development (HUD) defines housing
affordability as the ability to pay less than 30
percent of housing income on housing costs.
Using this standard, the percentage of residents
who pay 30 percent or less of their income
toward housing costs indicates residents who
are in housing that is affordable for their income
level. Paying greater than 30 percent of
household income on housing costs indicates
households experiencing burdensome housing
costs.
When looking at homeowners with a mortgage,
nearly half (49 percent) pay less than 20 percent
of their household income toward housing
costs. However, when looking at renters, the
largest group (39 percent) is those who pay
more than 35 percent of their household
income toward housing costs. A noticeable gap
is present between those paying 20 percent and
35 percent toward housing, indicating that mid-
range products may be in demand.
Median home value can provide insights into
the affordability of homes within a community
compared to the surrounding region. According
to Esri, Wylie’s 2021 median home value was
$282,463, higher than Texas’ median value of
$224,879 but lower than Collin County’s median
value of $352,703.
Figure 3-2. Housing Costs as a Percentage of Household Income
0%
10%
20%
30%
40%
50%
60%
<20%20-24.9%25-29.9%30-34.9%35%+
Owned Rented Source: ACS 2015-2019
“Cost burdened”
households
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Housing Age & Neighborhood
Conditions
The age of housing within a community can be
helpful in understanding when most structures
were built – providing insights into generally
when housing and infrastructure will begin to
reach the end of its useful life if no significant
reinvestments are made. In many instances, as is
the case with Wylie, a large portion of a city’s
housing is built in a concentrated time period.
For the City of Wylie, roughly 50% of all housing
was built between 2000 to 2009. Given this, it
will be important for the City to take proactive
measures to ensure those neighborhoods
continue to be high quality in the following
decades.
Figure 3-4 on the following page displays
conditions on a neighborhood scale,
considering the general exterior conditions of a
typical home and property within the area. Most
of the housing in Wylie is considered “Sound”,
which aligns with newer construction. The
neighborhoods designated as “Potential Minor
Repair Needed” include the historic
neighborhoods in and around Downtown and
South Ballard Avenue, the manufactured home
park at McMillen Drive and McCreary Road, and
the neighborhoods in and around Kirby and
Ballard. It is important to note that these
designations are high-level assessments and
may not apply to every dwelling in the
neighborhood.
Source: Esri 2020
0%5%10%15%20%25%30%35%40%45%50%
2010 or later
2000 to 2009
1990 to 1999
1980 to 1989
1970 to 1979
1960 to 1969
1950 to 1959
1940 to 1949
1939 or earlier
Figure 3-3. Year of Home Construction
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Figure 3-4. Neighborhood Conditions Assessment Map
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Home Ownership
Understanding the ratio of owner-occupied and
renter-occupied housing units within a
community can be extremely valuable. This ratio
can help determine the resiliency of existing
housing stock as homeownership is considered
to be a long-term purchase by most. Generally,
those who live in the home they own tend to
take better care of the property which supports
quality, lasting neighborhoods.
Of Wylie’s existing housing stock, 78.2% is
owner-occupied. The remaining 18.7% is
comprised of housing units that are renter-
occupied. This differs from the State of Texas in
which it is estimated that 62.3% of homes are
owner-occupied and 37.7% are renter-
occupied.
78.2%
18.7%
Wylie, TXRenter-occupied Housing Units
Owner-occupied Housing Units
Figure 3-5. Renter- vs. Owner-Occupied Housing
Source: Esri 2020
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Housing & Neighborhoods
Goals & Strategies
Goal H1. Preserve Wylie’s
existing neighborhoods.
Strategy H1a. Continue proactive code
enforcement efforts and identify
resources available to residents who
may need assistance addressing
violations.
Code enforcement plays a critical role in
preserving the quality of life in residential areas.
The City should continue the current proactive
code enforcement practice to assist in
maintaining neighborhoods over time.
Additionally, innovative policies should be
examined and tested where applicable, such as:
• Partnering with local volunteer
organizations who could assist some
residents address minor violations,
perhaps due to the financial burden or
lack of the physical ability required to
address some issues, or
• A City-funded need-based grant
program that can be used to assist in
paying for larger repairs that require
professional services.
These and similar approaches could resolve
violations, keep neighborhoods vibrant, and
avoid fines that may increase an existing
financial hardship.
Strategy H1b. Develop and implement
neighborhood enhancement programs
and initiatives to help facilitate and
improve neighborhood quality.
Neighborhood clean-up days can be beneficial
to neighborhood quality. The City should reach
out to local nonprofits, HOAs, and other
organizations, and develop a calendar to
schedule volunteer clean-up days. These efforts
can address litter, minor repairs, and
landscaping maintenance, which improve the
appearance of a neighborhood. Coordinated
efforts can generate excitement, encourage
participation, and support consistency
throughout the year. Develop and maintain a
webpage on the City’s website that outlines
steps to organizing a volunteer event, including
how to schedule a date on the City’s calendar.
Rewarding well-maintained yards through a
“yard of the month” designation can also
support this initiative.
Neighborhood Clean-Up
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Strategy H1c. Promote aesthetic
improvements for existing
neighborhoods to create visual appeal
and foster a sense of community.
Retrofitting features into existing
neighborhoods can help to maintain and
enhance the existing quality. Evaluate
opportunities to install welcoming entryway
signage, enhanced native landscaping along
prominent corridors, and distinctive branded
signage within neighborhoods. This effort could
be achieved as a capital improvement project
and/or through coordination with individual
homeowners’ associations (HOAs). At least one
retrofit project should be completed per year.
Temporary signs (i.e., “bandit signs”) that are
often placed within and along the right-of-way
can create visual clutter and promote an
undesirable neighborhood image. Strengthen
sign regulations to the extent possible to
alleviate this issue. Small, temporary signs
should be allowed only as required by State or
Federal Law.
Strategy H1d. Ensure that the City’s
property exhibits the desired level of
standard for property maintenance.
City-owned property can set the tone for the
community’s image, particularly along corridor
rights-of-way. Ensuring that this property is well
maintained encourages private property owners
to maintain their property to a similar standard.
Develop a “sponsor a highway” (or corridor)
program supplementing existing City right-of-
way clean-up efforts to maintain a positive
image.
Unlike some municipalities, the City of Wylie
provides the community the benefit of the City
being responsible for maintaining sidewalks
along public streets; however, not all residents
are aware that repairs can be requested at no
charge. Consider occasional social media
updates (e.g., “did you know…”) regarding the
City’s services that are available to maintain
quality neighborhoods. Also, consider
expanding the existing information on the City’s
website to clarify that residents can request
repairs from the City.
Enhanced Neighborhood Entryway
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Goal H2. Encourage compatible
infill and redevelopment in
aging neighborhoods.
Strategy H2a. Review the Zoning
Regulations to ensure compatible infill
development in existing
neighborhoods.
As neighborhoods mature and begin to
redevelop over time, a change in residential
character can occur – often through either
increased densities or through substantially
larger single-family homes. Review and update
the current Zoning Regulations to strengthen
requirements for any construction be
compatible with the neighborhood or future
residential goals.
Strategy H2b. Investigate methods for
the demolition of dilapidated structures.
Some homes may be deteriorated beyond
repair and require demolition for safety
purposes. Additionally, the City proactively
clearing the lot encourages future private
investment in developing the property, since
there would be no costs required to remove an
existing dilapidated structure. The City should
investigate whether a land banking program
would be beneficial. The City could take over
ownership of a property in exchange for
clearing unpaid taxes and/or removing an
unsafe structure, and selling the land at a
reduced rate to encourage investment in
desired development types.
Incompatible Infill Development
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Goal H3. Support various
attainable housing options.
Strategy H3a. Ensure that City Staff is
knowledgeable about programs and
resources that are available to support a
variety of housing types where
appropriate.
Numerous grant programs are available to
support the availability of various housing types
to increase affordability. Investigate various
options including the following programs: Low
Income Housing Tax Credit (LIHTC), Community
Development Block Grant (CDBG), Texas State
Affordable Housing Corporation affordable
housing bonds, and HOME Investment
Partnerships Program.
Strategy H3b. Encourage adaptive
reuse of structures to promote a variety
of housing options.
Review the current Zoning Regulations and
building codes for any potential barriers to
appropriate adaptive reuse.
Strategy H3c. Encourage mixed-use,
walkable developments to increase
housing choice.
Appropriate mixed-use development (i.e.,
typically multifamily units above retail uses) can
create vibrant and desirable places by
concentrating population in retail areas,
generating activity at local shops, restaurants,
and other businesses. Amend the Zoning
Regulations to specifically define and address
mixed-use development and permit this use in
identified higher intensity districts.
Vibrant, Mixed-Use Development
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Goal H4. Allow a variety of
housing types and choices.
Strategy H4a. Identify appropriate
locations for non-single family housing
types as redevelopment occurs.
The Future Land Use Map identifies areas as
Mixed-Use and Medium-Density Residential,
which could accommodate non-single family
housing types. When determining whether a
specific site within these areas is appropriate for
non-single family development, consider the
following:
• Compatibility with surrounding
development;
• Proximity and access to retail areas and
commercial services;
• The need for a transitional use between
single family and other uses; and
• Resulting traffic flow and parking needs.
Strategy H4b. Expand housing options
within Downtown by encouraging living
units above retail stores and developing
mixed-use opportunities.
The number and concentration of residential
units drive activity and support economic
development efforts. Additionally, living units
above retail stores (i.e., vertical mixed-use)
provides both shopping opportunities and an
alternative housing type. Ensure that mixed-use
development is specifically encouraged and
incentivized within Downtown and the
surrounding area. This will continue to promote
Downtown as a unique and vibrant destination.
Live-Above Downtown Residential
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Goal H5. Incorporate amenities
and design features in future
developments to encourage
high-quality neighborhoods.
Strategy H5a. Encourage the
programming of open space with
shaded areas and trail connections in
future development.
The current Subdivision Ordinance requires the
dedication of parkland for public recreational
space. Consider expanding the regulations to
require the improvement of the parkland with
play, shade, and/or picnic equipment (or a fee
in lieu of installing the improvements).
Additionally, the Ordinance should require the
dedication/construction of trails in accordance
with the Parks, Recreation, and Open Space
Master Plan.
Strategy H5b. Identify corridors with
high pedestrian traffic and provide
street trees in high-priority areas to
increase pedestrian comfort.
Street trees – those that line the sidewalks,
usually found between the sidewalk and the
street – provide numerous benefits. The trees
improve the appearance of corridors, help to
reduce the urban heat island effect, offer shade
to pedestrians, and create a protective buffer
for pedestrians from nearby traffic. Many streets
in Wylie, however, do not have street trees in
place today. The City should conduct an
inventory of the streets that are currently tree-
lined, and plan to install trees along the
remaining streets where appropriate, prioritizing
high pedestrian areas.
Street Trees
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Strategy H5c. Incorporate communal
open space elements for an increased
sense of community.
While the current Subdivision Ordinance
requires the dedication of parkland, the
regulations could specify whether the
requirements are for Neighborhood Parks
intended to serve a specific neighborhood, or
for Community Parks that serve the entire
community, or for both. Options could be to
require the dedication of land for a
Neighborhood Park when a subdivision is
developed, and an additional fee in lieu of land
dedication to help fund the development of a
larger Community Park. As an alternative to
Neighborhood Parks, a series of small Pocket
Parks (approximately one acre) may be desirable
for improved access and unique facilities;
however, this can pose a maintenance
challenge. Covered pavilions and similar
facilities would help meet the communities
desire of communal open space. The inclusion
of open space should be a key consideration
when evaluating Planned Developments (PDs).
Strategy H5d. Use the Planned
Development (PD) process to
encourage innovative residential
developments.
Planned Developments (PDs) are a zoning tool
intended to allow innovative or unique
development that cannot otherwise be
accommodated by the City’s codes. The PD
process enables the City to negotiate with an
applicant and consider various trade-offs to
meet both parties’ needs. The City should
continue to use this process to achieve
desirable development objectives, such as
housing variety, infill development, enhanced
open space, and low-impact development.
Park Amenities
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Chapter 4: Land Use
& Design
Introduction
The purpose of this chapter is to plan for the
future land use pattern in Wylie. This begins
with an evaluation of the existing land uses in
Wylie today. Next, future land use categories
were developed to address new development
and any anticipated redevelopment, driven by
the community’s goals.
The pattern of land uses in Wylie has evolved
over many years to serve its residents. The
acreage used for various uses is largely
determined by the market demand; however,
regulatory approaches can shape whether the
market can act on the demands. This section
uses existing land uses, physical features,
market trends, and community input to guide
land use planning and strategies.
The chapter also outlines strategies to help
achieve the community’s vision for its build
environment, and additional planning
considerations such as population projections
and ultimate build-out projections.
Chapter 4:
Land Use & Design
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Existing Land Use &
Characteristics
This section provides an analysis of the existing
land use patterns present in Wylie today. The
analysis includes the area within the City limits
and within the extraterritorial jurisdiction (ETJ).
Figure 4-1 indicates the number of acres within
each existing land use category within the City,
ETJ, and the total planning area (City limits and
ETJ combined). Excluding Right-of-Way and
Lake Lavon, the largest land uses today are
Single-Family (38 percent), Parks and Open
Space (23 percent) and Vacant (19 percent).
Existing Land Use
Category City ETJ Total Planning
Area
% of Planning
Area*
Single-Family 4,078 2,658 6,736 38%
Two-Family 18 0.0 18 0.1%
Townhome 16 0.0 16 0.1%
Multi-Family 125 0.0 125 1%
Manufactured Homes 220 204 424 2%
Retail 394 8 401 2%
Office 34 0.0 34 0.2%
Commercial 301 316 618 3%
Industrial 686 7 693 4%
Public/Semi-Public 1,167 52 1,219 7%
Parks and Open Space 4,031 110 4,141 23%
Utilities 54 16 70 0.4%
Right-of-Way 1,928 278 2,206 -
Lake Lavon 9,563 434 9,997 -
Vacant 1,263 2,089 3,353 19%
Total 23,879 6,172 30,051 -
*Excludes Right-of-Way and Lake Lavon
Figure 4-1. Existing Land Use Distribution
38%
7%
23%
19%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
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Figure 4-2. Existing Land Use Map
Figure 4-3. Existing Land Use Map (Core Close-Up)
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Future Land Use
The Future Land Use (FLU) map, shown in
Figure 4-5 on the following page, is a graphic
representation of the recommended land use
pattern in the City and its ETJ. It is intended to
guide future land use decisions and
infrastructure planning as development and
redevelopment occur. The map is a long-range
vision and is not necessarily the land uses that
exist today.
The FLU map provides guidance and helps to
inform development decisions; however, it is
not the City’s zoning map, which regulates the
use of land. The FLU map is also not the
endpoint of discussions, but rather an important
element to evaluate along with other site- or
conditions-specific considerations.
The FLU map depicts nine land use categories.
The pages following the map describe the main
purpose of each category, any secondary
purposes, and associated development
characteristics.
Future Land Use Category City ETJ
Total
Planning
Area
% of
Planning
Area*
Low-Density Residential 4,568 4,237 8,804 50%
Medium-Density Residential 667 123 790 4%
Mixed-Use and Special Planning Areas 111 45 156 1%
Downtown 48 0.0 48 0.3%
Local Commercial 160 38 197 1%
Regional Commercial 776 228 1,004 6%
Industrial 1,292 31 1,324 7%
Public/Semi-Public 613 25 638 4%
Parks and Open Space 4,117 687 4,804 27%
Right-of-Way 1,964 324 2,288 -
Lake Lavon 9,563 434 9,997 -
Total 23,879 6,172 30,051 -
*Excludes Right-of-Way and Lake Lavon
Figure 4-4. Future Land Use Distribution
50%
4%
7%
27%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
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Figure 4-5. Future Land Use Map
Figure 4-6. Future Land Use Map (Core Close-Up)
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Future Land Use Categories
Low-Density Residential
Main Purpose: Provide areas for detached
single-family homes on lots generally a
minimum of one-fifth of an acre (i.e., 8,712
square feet).
Secondary Purpose: Provide limited areas and
locations for nonresidential development that
directly serves adjacent neighborhoods (e.g.,
convenience stores, dry cleaners). Local
Commercial uses may be appropriate at the
intersections of major or secondary
thoroughfares.
Characteristics: Home developments intended
to serve a range of housing needs, from
affordable to higher-end housing options.
Nonresidential uses are limited to arterial
roadways.
Medium-Density Residential
Main Purpose: Provide areas for detached
single-family homes on lots generally a
maximum of one-fifth of an acre (i.e., 8,712
square feet).
Secondary Purpose: Provide limited areas and
locations for duplex, townhouses, and
nonresidential development that directly serves
adjacent neighborhoods (e.g., convenience
stores, dry cleaners). Also includes limited
nonresidential development as outlined for
Low-Density Residential.
Characteristics: New construction of traditional
single-family neighborhoods. Nonresidential
uses are limited to arterial roadways.
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Mixed-Use & Special Planning Areas
Main Purpose: Provide areas for coordinated
residential and nonresidential uses within a
single development or planning area. Multi-
family and high-density residential may be
appropriate in the context of mixed uses.
Secondary Purpose: Provide unique
destinations for people to visit, shop, dine,
work, and live.
Characteristics: Horizontal or vertical mixture of
residential and nonresidential uses. Standalone
residential (e.g., multi-family developments)
located at mid-block and not major street
intersections.
Downtown
Main Purpose: Build upon the existing
Downtown development pattern by
encouraging appropriate infill and
redevelopment of similar uses.
Secondary Purpose: Preserve and promote
Downtown as the cultural center and key
economic driver for Wylie.
Characteristics: Mixed-Use development
aligned around historic Downtown Wylie and
North Ballard Avenue. Development in this area
should improve pedestrian spaces and
pedestrian connectivity to surrounding
neighborhoods to sustain and enhance an
enjoyable and vibrant Downtown.
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Local Commercial
Main Purpose: Provide small-scale commercial,
retail, and office uses that are compatible with
and serve adjacent neighborhoods.
Secondary Purpose: None.
Characteristics: Single-story nonresidential uses
that often serve as a buffer between
neighborhoods and more intense uses.
Regional Commercial
Main Purpose: Provide areas to allow for a
broad range of commercial, retail, and office
uses oriented toward major roadways.
Secondary Purpose: Heavy commercial or light
industrial uses may be appropriate depending
on compatibility with surrounding uses.
Characteristics: Single- or multi-story
nonresidential uses that maximize major
roadway frontage and intersection traffic and
visibility.
Placeholder
Placeholder
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Industrial
Main Purpose: Provide areas for light industrial,
heavy commercial, office, and flex-space
development and related uses.
Secondary Purpose: None.
Characteristics: These areas contain
nonresidential uses of high intensity, typically
involving industrial processes, and often located
along rail lines and major thoroughfares.
Public/Semi-Public
Main Purpose: Designate existing
governmental facilities (City, County, etc.),
educational facilities, and places of worship.
Secondary Purpose: None.
Characteristics: Public facilities should portray a
positive image of the community, with quality
stone/brick materials and artistic features when
possible, such as the City Hall/Public Library
facility.
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Parks & Open Space
Main Purpose: Designate existing and planned
parks and open space areas to serve the
community.
Secondary Purpose: None.
Characteristics: May be dedicated active
recreation, passive open space, or floodplain.
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Population Projections &
Ultimate Capacity
Figure 4-7 shows the City’s population
projections through 2040 based on four
different growth scenarios ranging from one to
four percent. For planning purposes, an
estimated growth rate of two percent is
recommended. This rate is based on previous
growth rates (1.87% for 2010-2020 from the
City’s building permits) and regional projections
(1.79% for 2020-2040 from the Texas Water
Development Board). This rate would result in a
population of about 85,600 residents in 2040.
Figure 4-8 estimates the ultimate capacity, or
“build-out”, of the City, ETJ, and the combined
planning area. Assuming the currently vacant
areas develop as shown in the Future Land Use
Map, the combined planning area could
accommodate about 92,300 residents.
Year Growth Rate
1.0% 2.0% 3.0% 4.0%
2021 58,797 58,797 58,797 58,797
2025 61,184 63,644 66,177 68,784
2030 64,305 70,268 76,717 83,686
2035 67,586 77,581 88,936 101,817
2040 71,033 85,656 103,101 123,876
Figure 4-7. Population Projections
Future Land Use
Currently
Vacant
Acres
Characteristics Future
Housing
Units
Future
Households
Future
Population Approx.
DUA
Occ.
Rate* PPH*
City
Low-Density Residential 529 3 96.9% 3.14 1,588 1,538 4,831
Medium-Density Residential 78 8 96.9% 3.14 623 604 1,896
Mixed-Use and Special
Planning Areas 32 8 96.9% 3.14 259 251 789
Ultimate Capacity in Vacant Areas in the City 7,515
Current Population in the City 58,797
Ultimate Capacity in the City 66,312
ETJ
Low-Density Residential 1,448 3 96.9% 3.14 4,343 4,209 13,215
Medium-Density Residential 18 8 96.9% 3.14 141 136 428
Mixed-Use and Special
Planning Areas 45 8 96.9% 3.14 362 350 1,100
Ultimate Capacity in Vacant Areas in the ETJ 14,744
Current Population in the ETJ 11,261
Ultimate Capacity in the ETJ 26,005
Combined Planning Area
Low-Density Residential 1,977 3 96.9% 3.14 5,931 5,747 18,046
Medium-Density Residential 96 8 96.9% 3.14 764 740 2,325
Mixed-Use and Special
Planning Areas 78 8 96.9% 3.14 621 602 1,889
Ultimate Capacity in Vacant Areas in the Combined Planning Area 22,259
Current Population in the Combined Planning Area 70,058
Ultimate Capacity in the Combined Planning Area 92,317
*2020 Esri occupancy rate and persons per household estimates
Figure 4-8. Ultimate Capacity Estimate
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Land Use & Design Goals &
Strategies
Goal LU1. Use the FLU map and
strategies contained within this
comprehensive plan when
making development decisions.
Strategy LU1a. Review and update the
existing zoning ordinance and
subdivision regulations to align with this
plan’s recommendations.
The zoning ordinance and subdivision
regulations are two of the most important
mechanisms for implementing a comprehensive
plan. Generally speaking, the zoning ordinance
controls land use types and site design, while
the subdivision regulations control the dividing
of land and installation of public improvements
to serve development. The City should evaluate
the existing regulations against plan
recommendations to identify possible
amendments that could support the
community’s vision. For the zoning ordinance
specially, investigate the need to add land uses
to the use chart and potential new zoning
districts to incorporate recommendations. For
the subdivision regulations, evaluate if
infrastructure design standards (roads,
sidewalks, etc.) need to be updated to align
with the plan’s recommendations.
Strategy LU1b. Consider this plan when
evaluating future rezonings or
development plans, with an emphasis
on achieving the overall vision for the
community.
Although the Future Land Use map is not a
zoning map, it is intended to guide decisions
regarding potential rezonings. The Planning &
Zoning Commission and City Council should
continue to reference the FLU map and the
goals and policies contained herein, particularly
when reviewing zoning requests.
Strategy LU1c. Develop a procedure,
process, or policy to review when
considering a proposal that is
inconsistent with the plan.
This plan seeks to identify recommendations
that are reflective of the community’s vision for
its future and in the community’s best interest;
however, the City may receive future
development proposals that may not align
exactly with the plan’s stated recommendations
and policies that may still help achieve the
community’s overall vision expressed in the
plan. Additionally, new development types and
patterns may emerge after this plan’s adoption
that may be appropriate within Wylie. The City
should establish criteria for evaluating proposals
that are not consistent with the plan. The criteria
would serve as a way to communicate to the
public why a development project should be
supported.
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Goal LU2. Promote Wylie’s sense
of community identity and small-
town charm.
Strategy LU2a. Plan for capital
improvements that contribute to the
sense of community, such as enhanced
gateways and corridor banners.
Unique design features can help to define a
community’s identity, indicating to someone
that they have entered the City of Wylie and
creating a consistent theme and sense of place
throughout the community.
Gateways are typically placed at the entryway
into the City, incorporating a design and
materials that reflect the City’s branding.
Gateways typically include a sign, enhanced
landscaping, lighting, and/or public art.
Gateways are often categorized into primary
and secondary, with the larger primary
gateways located along the most heavily
traveled and higher speed roadways and
smaller secondary gateways along moderately
traveled corridors.
The City currently has one monument sign
placed in the median along SH 78 entering into
the southern boundary of the City.
Enhancements should be considered to
increase the presence into that of a primary
gateway, including landscaping and possibly
public art. Another primary gateway would be
appropriate along SH 78 at the northern entry
into the City, with secondary gateways along
corridors that connect to neighboring
communities such as FM 544 and Woodbridge
Parkway.
Additionally, City-branded banners attached to
streetlight posts may be appropriate in areas
with pedestrian traffic. Encourage local
businesses to sponsor the banners with the
business name added to the banner to offset
the cost.
Branding Signage
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Strategy LU2b. Define the desired
public and private aesthetics for
Downtown, Highway, Suburban, and
Rural Corridors.
The term “corridor” is used herein to describe
the area within the public right-of-way (including
streets, any medians, pedestrian amenities,
landscaping, lighting), as well as the private
realm (including building heights, setbacks, and
site design). Corridors play a major role in
establishing a community’s identity, framing the
development pattern and creating the view
from the street for residents and visitors. For
this reason, it is important that the corridors
project a positive image that is reflective of
Wylie’s character.
Additionally, different corridor types should
have different characteristics. The following
section outlines recommended elements that
may be appropriate for each corridor type.
Downtown Corridors
North Ballard Avenue is the prime example of a
Downtown Corridor. Development is the most
urban in nature, with one- to two-story buildings
abutting the sidewalks and parking located
either on-street or behind the buildings.
Signage is smaller in scale and may be oriented
toward pedestrians with sandwich board or
hanging signs. Pedestrian amenities are strongly
encouraged, with wide sidewalks, enhanced
crossings, and ample seating, shade, and
landscaping.
Highway Corridors
An example of a Highway Corridor would be SH
78. Highway Corridors typically include larger
scale developments (e.g., “big box”
development or office headquarters). Buildings
with larger setbacks are more common, with
taller commercial signage for visibility. The
development is generally more auto oriented
but includes comfortable pedestrian
connections from parking areas to building
entrances.
Suburban Corridors
Suburban Corridors are the most common in
Wylie, exemplified by Brown Street or
Woodbridge Parkway. These corridors are
typically auto oriented, although development
should include a well-connected pedestrian
network between uses. Commercial signs
should be lower heights with multi-tenant
consolidated signage encouraged.
Rural Corridors
Rural Corridors are present near the periphery
of Wylie, such as Country Club Road. These
corridors are important to retaining the natural,
rural atmosphere that many residents enjoy
about Wylie today, while still allowing
development that meets market demands. Rural
corridors should generally allow for medium-
scale development with more significant
setbacks and native mature landscaping along
the roadways. Wider right-of-way widths are
appropriate when possible through dedication
or acquisition. Commercial signage should be
smaller in scale and constructed of materials
that are reflective of the City’s image (e.g.,
limestone). Multi-purpose trails are appropriate
along these corridors.
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Strategy LU2c. Increase outdoor
gathering places in Downtown and
other destinations.
Outdoor gathering places include amenities
such as parks, plazas, or seating areas. These
places can serve as destinations that attract
visitors to an area, or as an informal gathering
place where the community can interact or
otherwise enjoy an experience. Olde City Park is
a notable outdoor gathering place in
Downtown; however, smaller places can help
expand activity and provide different
experiences.
Consider potential locations for smaller
gathering spaces in Downtown. These spaces
should be programmed with features to draw
people to the area, such as shaded picnic
tables/seating, interactive public art
installations, or unique and entertaining exercise
amenities (e.g., a climbing wall). Additional
locations that would be appropriate for planned
outdoor gathering places and amenities include
the area north of City Hall near the nature
preserve and the area immediately south of East
Fork Park.
Strategy LU2d. Increase the number of
community events and festivals to
promote the small-town feel.
Community input received throughout the
creation of this Plan overwhelmingly
underscored the importance of retaining Wylie’s
small-town character. Citywide events help to
bring together a community, whether it is a
large annual festival or smaller recurring events.
The City hosts multiple annual events each year,
such as the Wylie Arts Festival, Bluegrass on
Ballard, Boo on Ballard, and several others.
Consider whether an additional festival
dedicated to celebrating Wylie’s historic
heritage (e.g., Wylie Heritage Days) would be
desirable. In terms of smaller recurring events,
the City should consider holding a farmers’
market or a “First Friday” event to encourage
people to visit Downtown and patronize local
businesses.
Outdoor Gathering Space
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Strategy LU2e. Commemorate the
history of the two railroads that built
Wylie’s foundation.
The extension of two railroads into Wylie – the
Gulf, Colorado and Santa Fe Railway in 1886
and the St. Louis Southwestern Railway in 1888
– is largely responsible for the initial
development of the City. To pay homage and
build on this history, the City should evaluate
options to commemorate its roots, such as a
festival (as mentioned in LU2d, such as Wylie
Heritage Days or a Model Train Festival) and/or
a dedicated plaza area with related educational
information and public art.
Strategy LU2f. Embrace Wylie’s unique
history by pursuing the development of
a local history museum.
As noted in LU2e, Wylie has a unique history
based on its foundation as a two-railroad town.
Resident support exists for the creation of a
local history museum; however, no progress has
been made to-date. The City should work with
local community volunteers to inventory the
artifacts and assets that could be displayed in
such a museum, identify potential locations, and
consider potential sponsorship/donation
opportunities.
Example of a Railroad Depot with Local History Exhibits
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Goal LU3. Strengthen Downtown
Wylie as a vibrant and
welcoming destination.
Strategy LU3a. Focus on placemaking
initiatives within Downtown.
Placemaking refers to embracing and enhancing
the unique characteristics of a certain area and
building a sense of place that is specific to that
particular location. It creates a place where
people want to be. Downtown Wylie is the most
distinctive “place” within Wylie, with its historic
charm and walkable streetscape; however,
improvements should be considered.
Wayfinding signs are directional signage that
assist visitors in finding common destinations,
such as a park, parking, or an events facility. As
described in the 2021 Downtown Strategic Plan,
adding consistently themed wayfinding signs
throughout Downtown Wylie could help the
area feel more cohesive and connected with the
immediately surrounding areas, as well as
improve navigation in the area. This could also
help to encourage people to walk between
nearby destinations.
Cross-street string lighting (i.e., lights hung
overhead across streets) is a common way of
making a space feel more inviting. The lighting
improves the attractiveness and feeling of safety
within the area, and helps to indicate a
designated “place”. String lighting may be
appropriate across Ballard Avenue, particularly
between Oak and Marble Streets. As the
Downtown core expands in the future,
additional block lighting would be appropriate.
Wylie Car Show in Downtown
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Strategy LU3b. Address parking issues,
particularly during events, as Downtown
continues to become more active.
Adequate parking access can be a challenge for
any community with a successful and active
Downtown. With most parking located either
on-street or behind buildings, finding an open
parking space near one’s destination can be a
challenge.
The 2021 Downtown Strategic Plan included an
inventory and analysis of the existing parking
supply (see Figure 4-9 on the following page).
This analysis determined that while most
parking spaces along Ballard Avenue are
occupied during normal peak times, parking on
streets other than Ballard and the immediately
adjacent streets was less than 25% occupied,
and public off-street lots were less than 20%
occupied. This indicates that the issue during
normal conditions is not due to a lack of
parking, but likely rather due to a lack of
awareness of the available parking locations and
rules, and the comfort level for pedestrians to
walk between the available parking and their
destination. Wayfinding signage would be
helpful to indicate where free parking is located,
with any limitations or rules clearly posted at the
parking site.
Continue the ongoing traffic study and consider
conducting an evaluation of the typical daily use
to determine whether the on-street spaces are
occupied by Downtown employees who park in
the spaces for long periods of time. If so,
encouraging employees to park in other
locations may be beneficial to keep the nearest
on-street spaces available for patrons on a
short-term visit. Alternatively, a parking time
limit may be helpful if spaces are occupied for
long periods of time.
For special events when parking demand is at
its peak, the City should continue coordination
with surrounding property owners.
On-Street Parking in Wylie
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Figure 4-9. On-Street Parking Occupancy (Weekday Lunchtime) from the Downtown Strategic Plan
Walker Consultants, 2019
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Strategy LU3c. Implement interim and
long-term pedestrian enhancements in
Downtown, such as sidewalk
enhancement, crosswalks, pedestrian
connectivity, shade, and accessibility.
The 2021 Downtown Strategic Plan provides
recommendations regarding pedestrian
enhancements in Downtown; the City should
continue proactive implementation of these
recommendations. Additionally, consider
options for immediate improvements through
the use of “tactical urbanism”, which is the
practice of implementing low-cost, pilot
program improvements. These improvements
can spark change, generate excitement, and
evaluate alternatives (also see “better block”
initiatives). Examples of this practice include
painting pavement to add character to a
crosswalk or add a bike lane; placing potted
landscaping in the street to mimic bulb-outs
that lower speeds and enhance pedestrian
safety; and adding temporary seating/dining
areas in place of on-street parking spaces.
These improvements can coincide with an event
or festival to draw the community’s attention for
feedback. Consider whether this type of
temporary improvements could be beneficial for
Downtown Wylie.
Strategy LU3d. Establish standards for
new development in Downtown to
preserve and expand the character of
the current Downtown core and
adjacent areas.
The 2021 Downtown Strategic Plan provides
recommendations related to form-based code
regulations that would be appropriate within
Downtown Wylie to maintain its historic
character and pedestrian orientation. “Form-
based codes” focus primarily on a building’s
façade and how the building interfaces with the
public/pedestrian realm, whereas traditional
codes focus primarily on the specific use that is
conducted inside the building. Evaluate options
(e.g., form-based code or pattern book) to
better define the building form within the
Zoning Ordinance in Downtown, as
recommended by the Strategic Plan.
Downtown Pedestrian Crossings
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Strategy LU3e. Evaluate opportunities
to generate additional activity in
Downtown.
To support Downtown Wylie as an active,
thriving destination, the City should consider
options to generate increased and extended
activity in Downtown. Many shops and
restaurants in Downtown are closed by 6:00
p.m., which can discourage visitors who work
during the day or who are looking for evening
activities. Conduct a survey of business owners
to identify challenges and opportunities for
enhancing the Downtown business environment
(e.g., extended hours on coordinated evenings
with City support on advertisements).
In addition to supporting existing businesses,
consider options that attract new businesses to
Downtown. Food trucks and other “pop-up”
mobile vending allows new businesses get
established in the community without requiring
the financial investment to build or lease a
brick-and-mortar location. Mobile vendors,
especially those that serve food, typically
require access to electric and water supply
connections. The City could designate a
location for a food truck park and provide
electric/water connections to accommodate its
users. The food truck park could be in operation
for special events or on scheduled days. Food
halls are a similar concept where multiple
restaurants can lease kitchen spaces adjoined to
a shared dining area for patrons, similar to a
food court.
Strategy LU3f. Prioritize the
development of a stage in Olde City
Park for additional downtown activities
and festivals.
Olde City Park’s proximity to the Downtown
core underscores its importance as a community
gathering place. The addition of a permanent
stage (i.e., ground platform, canopy cover
electrical connections) in the park could expand
the park’s services and attract more visitors into
the Downtown area for events, similar to the
Bluegrass on Ballard event. The City should
continue to pursue the development of a stage
in the park that could accommodate concerts,
ceremonies, and other performances within the
park. Consider opportunities for sponsorship
from local donors and/or add the project into
the capital improvements plan.
Bluegrass on Ballard Temporary Stage
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Goal LU4. Support a resilient
local economy and plan for well-
designed commercial
development.
Strategy LU4a. Preserve prime land
fronting State Highway 78 for sales tax-
generating uses.
State Highway 78 is Wylie’s primary corridor,
carrying nearly 33,000 vehicles per day
(Kalibrate Technologies, 2021). It provides a
tremendous opportunity for the City to
generate substantial sales tax revenue, which
offsets the need to increase property taxes and
other fees/assessments to fund the City’s
operational costs. The City should review the
existing zoning map and permitted land use
types to ensure that vacant and redeveloping
parcels along SH 78 are conducive to retail
uses.
Strategy LU4b. Re-evaluate existing
parking requirements and consider
reducing minimum parking standards to
encourage smaller parking lots for
commercial uses.
The zoning regulations establish minimum
parking requirements for various land use types,
typically with one parking space required per a
varying amount of square footage (e.g., one
space per 300 square feet). Many cities’ zoning
regulations require more parking than
businesses need, resulting in large expanses of
pavement that create stormwater run-off issues,
increase the cost of development, increase the
urban heat island effect, and can impeded the
ability to develop on smaller lots. Review the
existing parking requirements to determine
whether the amount of parking can be reduced
by-right or in certain circumstances.
Strategy LU4c. Encourage additional
family-friendly entertainment options for
Wylie residents.
The community input strongly supported
continuing to build Wylie as a family-friendly
community and identified the need for
additional activities and entertainment for
children and families. Review the zoning
regulations to ensure that family-friendly uses
(e.g., bowling, arcades, cinemas, trampoline
parks) are allowed in appropriate locations. For
example, indoor facilities may be appropriate
by-right while outdoor facilities may require a
Special Use Permit (SUP) to ensure compatibility
with surrounding development. These uses can
also be appropriate as transitional uses between
commercial areas and residential areas.
Additionally, review the existing zoning
regulations for outdoor dining options that may
better accommodate young families.
Strategy LU4d. Consider implementing
incentives and other tools to help spur
high quality development along Wylie’s
major corridors.
As previously noted, ensuring an attractive view
along the corridors helps to promote the
desired positive image of Wylie. House Bill
2439, which passed in 2019, limited cities’
abilities to regulate the use of building materials
beyond the adopted building code standards;
however, cities are still able to encourage the
use of higher quality materials, such as brick or
stone, through financial incentives or other tools
such as reduced landscaping or parking
requirements. Consider amending the zoning
regulations to allow these trade-offs by-right to
encourage such development. Continue to
coordinate with the Wylie Economic
Development (WEDC) to identify any potential
financial incentives that may be available and/or
appropriate for such use, with an emphasis
along the City’s key corridors.
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Strategy LU4e. Explore opportunities to
expand the City’s daytime population
and to increase high quality local
employment opportunities within Wylie.
Expanding the City’s daytime population helps
to attract new retail and commercial
development. Additionally, promoting local
employment within the City supports quality of
life by reducing commute times, providing
alternative employment options, and supporting
the local tax base. The City should continue
coordination with the Wylie Economic
Development Corporation (WEDC) to promote
flex space (i.e., office/warehouse facilities) and
industrial developments in targeted locations in
Wylie by advertising available spaces and
ensuring that zoning is in place to support
appropriate uses. As some employees have
transitioned to a work-from-home environment,
an increased daytime population could also be
supported by offering additional housing
variety, as outlined in Goal H4.
Strategy LU4f. Support the efforts of
local and regional entities to expand
local employment and business start-up
opportunities.
Local and regional entities such as Wylie ISD,
Collin College, Wylie Economic Development
Corporation (WEDC), and the Chamber of
Commerce provide services aimed at
expanding the local workforce and business
opportunities. The City should continue to work
with these partners to attract targeted
industries, identify desirable skillsets for focused
training, empower start-up businesses, and
provide information regarding available
resources to interested parties.
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Goal LU5. Leverage the lakefront
as a unique and desirable
destination.
Strategy LU5a. Communicate with the
U.S. Army Corps of Engineers to
understand potential amenities and
cooperative efforts at Lake Lavon.
The U.S. Army Corps of Engineers (USACE)
owns Lake Lavon. The lake provides a water
supply source to the member cities of the North
Texas Municipal Water District, flood control for
Collin, Dallas, and Rockwall Counties, and
recreational opportunities for the region. While
the lake plays a very important role in the
region, the necessary water quality protections
limit the ability to develop the shoreline.
Boating, fishing, tent camping, and hunting are
allowed at the lake in certain locations and
during certain times, attracting approximately
1.6 million visitors per year. All special events
and activities held on the lake require a permit
from USACE.
The City should continue meeting with the
USACE District Commander to discuss any
potential cooperative efforts or expanded
public use of the lake and surrounding land. The
District Commander is authorized to permit
structures (e.g., a floating boardwalk) or allow
commercial activities that could be beneficial to
the Wylie community without negatively
affecting the lake and the lake’s water quality.
Lakefront
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Strategy LU5b. Support implementation
of the existing parks, recreation, and
open space plans.
In 2019, the City adopted a Parks, Recreation, &
Open Space Master Plan, which included
recommendations for facility improvements,
funding opportunities, and recreation policies
based on the community’s input and a needs
analysis. The plan recommended ordinance
language that should be included in the
subdivision regulations (also see strategies H5a
and H5c).
Continue to pursue implementation of the plan,
focusing on the following identified top
priorities:
1. Hike/bike/walk trails that are connected
throughout the City
2. Sprayground
3. Expand amenities at Lavon Lake (fishing,
picnicking, swim beach)
4. Hike/bike/walk trails along the Lake/Dam
5. Aquatic Center (indoor – leisure area and
lap lanes)
6. Aquatic Center (outdoor – leisure area
and lap lanes)
7. Special events in parks
8. Additional lighting in parks
9. Multipurpose sports fields (football,
soccer, baseball, softball)
10. Multipurpose practice fields (football,
soccer, baseball, softball)
11. Benches/seating areas
In 2021, the City commissioned the
development of concept plans for East Fork
Park and Avalon Park. Two concepts were
developed for each park, including
hike/bike/walk trails, primitive camping,
glamping (i.e., “glamorous camping”), cabins,
RV parks, playgrounds, picnic pavilions, fishing,
beach/swimming areas, kayaking, equestrian
trails, restroom facilities, bird watching, and
special event facilities. Many of these amenities
support the top priorities identified by the 2019
Parks Master Plan. The next step in
implementing these plans is to prepare
preliminary master plans to refine the exact
configurations of each park and to prepare
budget projections.
Parks
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Goal LU6. Protect and conserve
environmentally sensitive areas.
Strategy LU6a. Evaluate the existing
hazard mitigation policy to ensure that
the City is adequately prepared for
potential disasters.
The Federal Emergency Management Agency
(FEMA) describes hazard mitigation as follows:
“Hazard mitigation planning reduces loss
of life and property by minimizing the
impact of disasters. It begins with state,
tribal and local governments identifying
natural disaster risks and vulnerabilities
that are common in their area. After
identifying these risks, they develop long-
term strategies for protecting people and
property from similar events. Mitigation
plans are key to breaking the cycle of
disaster damage and reconstruction.”
FEMA requires that cities have a hazard
mitigation plan in place and submitted to FEMA
every five years to maintain eligibility for
funding and disaster relief. The City of Wylie’s
hazard mitigation plan was last updated in 2012
as part of the previous comprehensive planning
effort. The plan included 10 objectives for
hazard mitigation. In summary:
1. Ensure that the comprehensive plan’s
recommendations do not compromise
emergency response efforts;
2. Minimize development in hazardous
areas;
3. Allow temporary residential occupation
of nonresidential structures in the event
of an emergency;
4. Allow seven or more unrelated persons
to shelter in a single-family or multi-
family home in the event of an
emergency;
5. Identify residents and structures at
potential risk of hazards;
6. Limit variances and tax incentives that
subsidize vulnerability and risk;
7. Create hazard area maps;
8. Monitor the effectiveness of existing
plans;
9. Implement policies to control
stormwater run-off; and
10. Require National Incident Management
System (NIMS) training for all necessary
employees.
The City should conduct an update to its
existing plan to incorporate best practices and
the latest FEMA guidance, and ensure that the
plan is submitted to FEMA in accordance with
the five-year requirements. Continue to pursue
grant funding from FEMA and the Texas
Department of Emergency Management
(TDEM) as appropriate.
Strategy LU6b. Evaluate the existing
tree preservation, protection, and
replacement policies for commercial
and public lands.
The City’s current regulations regarding tree
preservation policies are unclear and difficult to
enforce, leaving the City susceptible to clear-
cutting lots for development. The City should
review and update its existing policies to
requirement replacement of certain trees when
commercial sites are developed. Additionally,
the policy should apply to the City’s land
(including rights-of-way) to ensure that the City
is leading by example.
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Strategy LU6c. Evaluate low-impact
development (LID) provisions,
floodplain development policies, and
overall conservation practices.
Review the City’s floodplain, drainage, and
conservation standards. Amend the subdivision
regulations to specifically prohibit development
within the 100-year floodplain and consider
establishing a required setback or buffer from
waterways to reduce erosion and pollution.
Encourage or require developers to design
“single-loaded” streets along creeks (i.e., there
are only homes on one side of the street and no
homes backing up to the creek) to increase
access to creekside trails and viewsheds.
Update the current drainage design manual to
include best practices and green infrastructure
approaches; consider adopting NCTCOG’s
Integrated Stormwater Management (iSWM)
manual to include options for LID elements such
as bioswales and permeable pavement.
Strategy LU6d. Preserve existing
greenspace in strategic locations.
Many residents have expressed their desire for
Wylie to maintain its rural, low-density character
and natural environment. As the remaining
vacant land in the City continues to develop,
the City can make efforts to preserve portions of
the remaining greenspace through strategic
purchases. Key areas for preservation include
the entryways into the City, particularly in
conjunction with gateway features (see LU2a) to
promote the desired image of Wylie.
Additionally, the wider right-of-way
recommended by the Rural Corridors (LU2b)
supports this strategy.
Low-Impact Drainage Design
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Chapter 5:
Transportation
Introduction
The roadway network forms one of the most
visible and permanent elements of a city. It
establishes the framework for all future growth
and development, providing connectivity within
a city and to adjacent cities in the surrounding
region.
This chapter includes recommendations for
future updates to the City’s Thoroughfare Plan,
which is separate from this document, and
strategies for future roadway network
considerations and policies. In addition to
vehicular traffic, strategies outlined in this
section address other modes of transportation
such as walking and biking.
Chapter 5:
Transportation
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Existing & Future Level of
Service (LOS)
Level-of-Service (LOS) is a performance measure
used to evaluate the function and flow of traffic
through a transportation network. LOS is an
operational expression that measures roadway
congestion levels based on the volume of
vehicles on a roadway relative to its overall
vehicle capacity. This is called the volume to
capacity ratio. Traffic operations range from A
through F, with A referring to free flow traffic
conditions and F representing severely
congested facilities. Illustrated in Figure 5-1,
North Central Texas Council of Governments
(NCTCOG) groups LOS into three general LOS
categories for the area’s regional travel demand
model: ABC, DE, and F.
The following LOS analysis uses NCTCOG’s
2018 Daily Hour LOS to assess traffic conditions
on Wylie’s existing thoroughfare network. Note
that NCTCOG’s Daily Hour LOS provides the
worst traffic conditions during a 24-hour analysis
period, and considers a.m., p.m., and off-peak
operational conditions. Additionally, NCTCOG
projects the anticipated LOS for the roadway
network for a 10-year period. The 2018 and
2028 LOS maps are shown on the follow page.
The analysis indicates that under current
conditions, there is sufficient daily capacity to
accommodate most of the traffic on Wylie’s
road network, as the majority of the roadways
within the City operate at LOS ABC. Various
segments of roadways are classified as LOS DE,
and the eastern portions of SH 78 operate at
LOS F.
LOS “A”, “B”, and “C”: Traffic flow in this
category moves at or above the posted speed
limit. Travel time in this category is not hindered
because of congestion because traffic volumes
are much less than the actual capacity.
LOS “D” and “E”: This category is slightly more
congested than LOS ABC; however, traffic
volumes are beginning to reach their capacity of
the thoroughfare. Traffic moves along at a fairly
efficient rate, and posted speeds may not be fully
reached.
LOS “F”: Congestion is apparent in this level-of-
service category. Traffic flow is irregular, and
speed varies. The posted speed limit is rarely, if
ever, achieved in this category. In more
congested corridors, traffic can be at a mere
standstill with limited progression during peak
hours.
Figure 5-1. NCTCOG Level of Service Descriptions
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Figure 5-2. 2018 (top) and 2028 (bottom) Level of Service
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2018 Thoroughfare Plan
The City’s most recent Thoroughfare Plan was
adopted in 2018. While the Thoroughfare Plan
is not amended through this process, this
Comprehensive Plan outlines recommendations
to be considered in a future update to the
Thoroughfare Plan. Typical cross-section
examples of each roadway type are shown on
the following pages for reference.
Figure 5-3. 2018 Thoroughfare Plan
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Principal Thoroughfare
Configuration A
Right-of-Way
B
Lane Width
C
Median
D
Shoulders
6-lane divided 140’ 12’ 14’ 4’
Major Thoroughfare
Configuration A
Right-of-Way
B
Lane Width
C
Median
D
Shoulders
6-lane divided 120’ 12’ 14’ 1.5’
Figure 5-4. Typical Roadway Cross-Sections
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Secondary Thoroughfare
Configuration A
Right-of-Way
B
Lane Width
C
Median
D
Shoulders
4-lane divided 100’ 11’ 14’ 1.5’
Downtown Collector
Configuration A
Right-of-Way
B
Lane Width
C
Median
D
Shoulders
2-lane undivided 80’ 11’ N/A 1.5’
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Collector
Configuration A
Right-of-Way
B
Lane Width
C
Median
D
Shoulders
2-lane undivided 65’ 11’ N/A 1.5’
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Transportation Goals &
Strategies
Goal T1. Plan for safe and
efficient transportation
infrastructure.
Strategy T1a. Continue to implement
the Thoroughfare Plan and evaluate as
needed over time.
Continue to prioritize designated projects in the
annual budget and CIP programs. Consider
whether additional new connections are
warranted and whether the assigned functional
classifications are appropriate. Roadways that
have been constructed since the 2018 plan
should be reflected as “existing” (e.g., Hensley
Lane and Green Meadows Way/Hickory Woods
Way).
The City should consider whether the segment
of Eubanks Road between SH 78 and Brown
Street should be upgraded from a Collector to a
Secondary Thoroughfare. The community
expressed a desire for increased capacity,
although this segment is indicated to have a
Level of Service (LOS) of at least C through
2028.
Lastly, the community input supported
downgrading Troy Road from a Secondary
Thoroughfare to a Collector. This road has
already been constructed as a four-lane divided
facility north of Beaver Creek Road; therefore, a
reduction in classification may not be feasible
for the northern portion of this road. As an
alternative, the City may wish to consider
implementing traffic calming measures along
the length of the roadway to ensure appropriate
speeds, and reassess whether converting the
remaining portion to a four-lane divided
roadway is desirable.
Figure 5-5. Potential Revisions to the
Thoroughfare Plan Eubanks Road Troy Road 121
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Strategy T1b. Implement policies, rules,
and regulations regarding access
management.
Access management is the practice of
coordinating access connection points onto a
roadway by considering specific design criteria
for the location, spacing, design and operation
of driveways, median openings, and
intersections. Access management provides a
significant benefit to the mobility and function
of the roadway, and more importantly, reduces
the potential for accidents by minimizing speed
differentials between vehicles and turning
movements.
The subdivision regulations do not adequately
address access management controls. Review
and update the regulations to require cross-
access easements to enable motorists to travel
between adjacent parking lots without returning
to the thoroughfare.
Figure 5-6. Cross-Access Easements between Adjacent Developments
Example of Excessive Curb Cuts
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Strategy T1c. Continually identify and
prioritize intersections with high crash
rates that could benefit from safety
improvements.
The City should continue to monitor crash and
citation data to identify hazardous areas,
specifically those with pedestrian or bicyclist
involvement. TXDOT’s Crash Records
Information System Query tool is a helpful
resource for accessing and filtering crash data.
Potential mitigation measures may include
lighting, signage, additional or alternative
signalization, reduced speeds, the addition of
turn lanes, or implementation of traffic calming
elements like bulb-outs, chicanes, street trees,
or special paving.
Strategy T1d. Prioritize street
maintenance in capital improvements
planning and promote awareness of
maintenance efforts.
Street maintenance and repair is one of the
largest expenses that cities face; the City of
Wylie budgeted nearly $3 million for
maintenance along in the 2021-2022 fiscal year.
The City should continue to invest in the
maintenance of its streets. Increased
transparency regarding the planned and
completed improvements/repairs could help
increase public awareness of the City’s efforts
and progress. Additionally, consider approaches
to minimizing lane miles and width of pavement
maintained by the City to ensure that road
construction is a fiscally sustainable investment
in the long term.
Strategy T1e. Identify roadways in the
City that do not presently have curbs,
gutters, or other desired street
elements.
Conduct an inventory of the existing curb,
gutter, and sidewalk improvements to identify
areas that lack these elements. Consider the
corridor design standards outlined in LU2b
when determining where the improvements are
needed (i.e., curb and gutter may not be
necessary in areas designated for Rural
Corridors). Where improvements should be
installed, either include the projects in a capital
improvement plan or ensure that the
improvements are required during future
development/redevelopment efforts.
Enhanced Intersection Crosswalk
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Goal T2. Promote mobility,
access, and connectivity
throughout the community.
Strategy T2a. Promote walkability in
new and developing neighborhoods.
The vast majority of Wylie’s neighborhoods are
lined with sidewalks on both sides of the street,
one of the primary considerations for
walkability. During this plan’s development,
some residents expressed concern regarding
the condition of some sidewalks, making for
unsafe walking conditions – particularly at night.
Many cities require residents to maintain
sidewalks that are adjacent to their property;
however, the City of Wylie maintains all
sidewalks in the City (except those along private
streets). While the City does proactively repair
sidewalks as possible, more convenient citizen
reporting and transparency could improve
citizen satisfaction. The City’s website includes
an interactive map to report sidewalks in need
of repair; promote this tool via the City’s
outreach methods to increase awareness of the
ability and ease of reporting issues. Expand this
webpage (and related street repair webpages)
to highlight repairs as they are completed.
Strategy T2b. Facilitate bicycle and
pedestrian pathways and connections
along key corridors.
As mentioned in T2a, most of Wylie’s streets
include sidewalks on both sides; however, the
network is not complete. Notably, Stone Road
lacks sidewalks on the east side of town.
Conduct a detailed sidewalk inventory to
identify missing connections and prioritize
installation in areas near schools and key
destinations, and in areas where dirt paths have
been worn in the grass through foot traffic.
Sidewalk Requiring Repair
Placeholder
Lack of Sidewalks Along Stone Road
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Strategy T2c. Expand the existing “hike
and bike” network by connecting
existing trails and key destinations,
supported by coordination with Collin
County, surrounding cities, and
NCTCOG.
Continue to develop the trail network by
implementing the Collin County regional trails
plan
(https://www.collincountytx.gov/parks/Documen
ts/RegionalTrailsPlan.pdf). Coordinate with the
County and regional entities on potential
funding sources and future updates to the plan.
Identify appropriate connections between
existing and planned trails and key destinations,
such as schools, parks, Downtown, City Hall,
and the lake. Plan for capital improvement
amenities along the trails, including signage,
rest stations, safety call boxes, and bike repair
stations. Evaluate whether existing sidewalks
should be widened, particularly in highly
walkable areas.
Strategy T2d. Plan for pedestrian and
bicycle signalized crossings to ensure
safe crossings of trails at roadways.
Identify roadway crossings that could benefit
from enhanced pedestrian and/or bicycle
crossings, particularly those that align with
designated trail routes. Prioritize areas near
schools, parks, and other key destinations.
Enhanced crossings may include increased
striping and signage; the presence of bollards;
the use of button- or motion-triggered warning
lights.
Strategy T2e. Proactively improve
access and ADA-compliance
throughout the City.
Wylie seeks to be an accessible community for
residents and visitors of all abilities. While most
intersections and facilities in the City are already
compliant with the Americans with Disabilities
Act (ADA), the City should conduct an inventory
to identify any areas of issue or potential
improvements. The City currently has an ADA
Transition Plan in place, which is required for all
cities with 50 or more employees; the City
should continue progress toward implementing
this plan and evaluate opportunities for
improvement.
ADA-Accessible Development
Placeholder
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Goal T3. Continue regional
communications for a
coordinated transportation
network and efficient use of
resources.
Strategy T3a. Coordinate with the local
school district on transportation system
implications of proposed school facility
expansion/needs.
While schools are an important part of a
community, they also have a major impact on a
city’s transportation network in terms of
planning bus routes and pick-up/drop-off
locations and queuing. Congestion from school
buses and parents’/students’ vehicles around
the school can negatively impact the
surrounding neighborhoods. The City should
continue to maintain ongoing communications
with Wylie ISD to identify any transportation-
related issues that arise from existing or
expanding facilities, and to identify the best
locations for any future facilities.
Strategy T3b. Coordinate with state,
regional, and local entities regarding
the transportation network.
The transportation network extends beyond the
boundary of a city into the surrounding region
and beyond. For this reason, intergovernmental
coordination is essential for transportation
planning. Continue regular coordination with
regional partners, including the neighboring
cities, Collin County, North Central Texas
Council of Governments (NCTCOG), and
TXDOT to evaluate opportunities for
cooperation, shared resources, and potential
funding sources for new construction or other
network improvements.
Example of School Queuing Traffic
Placeholder
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Chapter 6:
Implementation
Introduction
A successful community is one that establishes a
clear vision for their future and identifies the
steps necessary to achieve that vision. This
section summarizes the plan’s goals and
strategies that address the vision and guiding
principles established herein. Furthermore, this
section has been structured into a coordinated
action program so that Wylie’s leaders, staff,
and other decision-makers can easily identify
the steps necessary to achieve the vision for the
City described within this plan.
Chapter 6:
Implementation
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Phased Implementation
It is crucial to understand that most cities cannot
afford to complete all desired tasks at once;
therefore, it is important to identify the top
priorities that are most critical for achieving the
City’s vision. Many of these recommendations
will take several years to complete, but this plan
will help Wylie to identify attainable, short-term
steps and allocate resources and funding in
future budgets for more extensive projects.
Methods of Implementation
To be successful, the City must utilize this plan
constantly and consistently, and it must be
integrated into ongoing governmental practices
and programs. The recommendations and
actions included herein should be referenced to
make decisions related to the timing and
availability of infrastructure improvements;
proposed development applications; expansion
of public facilities, services, and programs; and
annual capital budgeting, among other
considerations.
There are two methods of plan implementation:
proactive and reactive methods. To successfully
implement the plan and fully realize its benefits,
both methods must be used in an effective
manner.
Examples of proactive methods include:
• Developing a CIP and expending funds
to finance public improvements to meet
strategies outlined in the plan;
• Updating the development codes; and
• Establishing programs and partnerships.
Examples of reactive methods include:
• Considering a rezoning request;
• Development application review; and
• Responding to requests in accordance
with stated policies.
Plan Updates
Over the course of its 10- to 20-year planning
horizon, the plan is meant to be a living
document that allows flexibility for political,
economic, physical, technological, and social
conditions, as well as any other unforeseen
circumstances, that may influence and/or
change the priorities and perspective of the
community. The plan should be reviewed on a
regular basis to ensure that its elements are still
relevant and applicable.
Annual Progress Reporting
Once the plan is adopted, City staff should
prepare a yearly progress report for
presentation to the Planning & Zoning
Commission and City Council. This practice will
make certain that the plan is consistently
reviewed, and any necessary changes or
clarifications are identified. It is also important
to provide ongoing monitoring between the
plan and the City's implementing regulations to
maintain consistency among all documents.
Minor Amendments
Minor amendments can be proposed at any
time, such as revisions to the Future Land Use
Plan to reflect a change in a planned land use.
Minor amendments can be addressed by the
City as they come up or may be compiled for a
more thorough evaluation via an annual review
process.
Major Updates
The City Charter requires the Planning & Zoning
Commission to review the comprehensive plan
every five years. These major updates involve
reviewing the current conditions and projected
growth trends; reevaluating the
recommendations of the plan (and formulating
new ones as necessary), and adding to,
modifying, or removing recommendations in the
plan based on their implementation progress.
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Implementation Matrix
The following Implementation Matrix is
intended to serve as a summary of the plan’s
strategies and provide the City with a “to-do”
list for implementing the plan. The plan’s
strategies have been abbreviated in this Matrix
for readability; visit the corresponding chapters
for additional information.
Estimated
Cost Range
Implementation
Tool(s)
Implementation
Timeframe
Strategy Summary
Goal Statement and
Metrics to Measure
Performance
Plan Chapter
$ = <$100,000
$$ = $100,000-$500,000
$$$ = $500,000+
Legend for Approximate
Cost Ranges
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Goals and Strategies Timeline (Years) Approx.
Cost
Primary
Mechanism(s) 0-5 6-10 11-20
Housing & Neighborhoods
Goal H1. Preserve Wylie’s existing neighborhoods.
Performance Measures:
- Number of sidewalk repairs completed annually per capita
- Number of clean-up days scheduled
- Length of time to resolve code enforcement issues
- Number of aesthetic improvement features installed
Strategy H1a. Continue proactive code enforcement efforts and identify
resources available to residents who may need assistance addressing
violations.
• Continue current efforts;
• Partner with volunteer organizations to assist with minor
repairs and violations; and
• Consider a grant to assist with larger repairs.
● ● ● $-$$ Code
enforcement;
City program
Strategy H1b. Develop and implement neighborhood enhancement
programs and initiatives to help facilitate and improve neighborhood
quality.
• Coordinate with nonprofits to schedule clean-up days;
• Create a City webpage to outline steps to organize a
volunteer event; and
• Consider a “yard of the month” program.
● $ City partnership;
City website
update; City
program
Strategy H1c. Promote aesthetic improvements for existing
neighborhoods to create visual appeal and foster a sense of
community.
• Evaluate opportunities for entryway features, enhanced
landscaping, and branding signage as capital improvements
and/or HOA contributions, aiming for at least one project a
year; and
• Update the sign regulations.
● ● $$ Study to identify
locations;
Capital
improvements
and/or HOA
partnerships;
Development
Code update
Strategy H1d. Ensure that the City’s property exhibits the desired level
of standard for property maintenance.
• Continue quality maintenance of City’s facilities and
properties;
• Develop a “sponsor a highway” program; and
• Promote awareness of the City’s sidewalk repair program.
● ● ● $ City
maintenance
activity; City
program; City
website
Goal H2. Encourage compatible infill and redevelopment in aging neighborhoods.
Performance Measures:
- Number of dilapidated properties and number of dilapidated properties cleared annually
- Number of infill projects per year
Strategy H2a. Review the Zoning Regulations to ensure compatible infill
development in existing neighborhoods.
• Strengthen requirements (e.g., setbacks, height) for new
construction to be compatible with the neighborhood or
future residential goals.
● $-$$ Development
Code update
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Goals and Strategies Timeline (Years) Approx.
Cost
Primary
Mechanism(s) 0-5 6-10 11-20
Strategy H2b. Investigate methods for the demolition of dilapidated
structures.
• Investigate whether a land banking program would be
beneficial to purchase and clear dilapidated properties to
resell for desirable development.
● ● $-$$ City program
Goal H3. Support various attainable housing options.
Performance Measures:
- Staff report to P&Z regarding housing programs and resources
- Median household income as a percentage of median home sale price
- Occupancy permits issued for a change in use
- Number of vacant buildings
- Acreage zoned to allow mixed-use development
Strategy H3a. Ensure that City Staff is knowledgeable about programs
and resources that are available to support a variety of housing types
where appropriate.
• Investigate available programs (e.g., LIHTC, CDBG) to
support housing variety.
● ● ● City Staff action
Strategy H3b. Encourage adaptive reuse of structures to promote a
variety of housing options.
• Review the Zoning Regulations and Building Code for barriers
to appropriate adaptive reuse.
● Development
Code and
Building Code
update
Strategy H3c. Encourage mixed-use, walkable developments to
increase housing choice.
• Specifically define and address mixed-use development; and
• Permit this use in defined higher intensity districts.
● ● ● Development
Code update
Goal H4. Allow a variety of housing types and choices.
Performance Measures:
- Percentage of non-single family dwellings
- Square footage of mixed-use developments
- Number of housing units in Downtown
Strategy H4a. Identify appropriate locations for non-single family
housing types as redevelopment occurs.
• Consider the following to determine appropriateness:
compatibility with surroundings, proximity to retail/services,
ability to serve as a transitional use, and traffic/parking
impacts.
● ● ● $ City policy
Strategy H4b. Expand housing options within Downtown by
encouraging living units above retail stores and developing mixed-use
opportunities.
• Allow vertical mixed-use development in Downtown and
surrounding areas.
● ● ● $ Development
Code update
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Goals and Strategies Timeline (Years) Approx.
Cost
Primary
Mechanism(s) 0-5 6-10 11-20
Goal H5. Incorporate amenities and design features in future developments to encourage high-quality
neighborhoods.
Performance Measures:
- Ratio of park acreage to population
- Street miles lined with trees
Strategy H5a. Encourage the programming of open space with shaded
areas and trail connections in future development.
• Require parkland improvements (e.g., shade, play areas); and
• Require trail dedication.
● ● ● $ Development
Code update
Strategy H5b. Identify corridors with high pedestrian traffic and provide
street trees in high-priority areas to increase pedestrian comfort.
• Conduct an inventory of street trees and plan to install street
trees where not currently in place, prioritizing areas with high
pedestrian traffic.
● $$ City study;
General fund
Strategy H5c. Incorporate communal open space elements for an
increased sense of community.
• Specify the type of parks (i.e., Neighborhood or Community)
required for dedication;
• Consider whether and when Pocket Parks are appropriate;
and
• Prioritize the inclusion of parks with amenities when
considering PDs.
● $-$$ Development
Code update;
Parks Master
Plan update;
City policy
Strategy H5d. Use the Planned Development (PD) process to
encourage innovative residential developments.
• Continue to use this process to achieve desirable
development objective, such as housing variety, infill
development, enhanced open space, and low-impact
development.
● ● ● $ City policy
Land Use & Design
Goal LU1. Use the FLU map and strategies contained within this comprehensive plan when making
development decisions.
Performance Measures:
- Percentage of approved rezonings in compliance with the Future Land Use map
- Updates to the zoning ordinance and subdivision ordinance
Strategy LU1a. Review and update the existing zoning ordinance and
subdivision regulations to align with this plan’s recommendations.
• Proactively amend the zoning ordinance and subdivision
ordinance and program either City staff time or third-party
time to perform the update.
● $$ Development
Code update
Strategy LU1b. Consider this plan when evaluating future rezonings or
development plans, with an emphasis on achieving the overall vision for
the community.
• Continue to reference the Comprehensive Plan’s
recommendations in City Staff reports for rezoning requests.
● ● ● $ City policy; City
Staff action
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Goals and Strategies Timeline (Years) Approx.
Cost
Primary
Mechanism(s) 0-5 6-10 11-20
Strategy LU1c. Develop a procedure, process, or policy to review when
considering a proposal that is inconsistent with the plan.
• Establish criteria for evaluating proposals that are not
consistent with the plan.
● $ City Staff action
Goal LU2. Promote Wylie’s sense of community identity and small-town charm.
Performance Measures:
- Number of enhanced entryways
- Miles of designated corridors
- Number of special event permits issued annually
Strategy LU2a. Plan for capital improvements that contribute to the
sense of community, such as enhanced gateways and corridor banners.
• Develop designs for primary and secondary entryways and
identify appropriate future locations;
• Plan for increased landscaping and public art at existing and
future entryway features; and
• Plan for branded streetlight post banners.
● ● $$-$$$ Branding
strategy; Capital
improvement
Strategy LU2b. Define the desired public and private aesthetics for
Downtown, Highway, Suburban, and Rural Corridors.
• Define various corridor types and associated character of
each (e.g., right-of-way, landscaping, building scale, site
design, signage);
• Map the locations of each corridor type; and
• Implement the improvements through capital improvements
and regulatory controls.
● ● $$$ City Staff action;
Capital
improvement;
Development
Code update
Strategy LU2c. Increase outdoor gathering places in Downtown and
other destinations.
• Consider potential locations for smaller gathering spaces in
Downtown;
• Plan for programming to draw people (e.g., picnic areas,
interactive art, exercise amenities); and
• Consider additional locations such as the area north of City
Hall or south of East Fork Park.
● ● $$-$$$ City study;
capital
improvement
Strategy LU2d. Increase the number of community events and festivals
to promote the small-town feel.
• Consider hosting farmers’ markets or a “First Friday” event to
encourage people to visit Downtown.
● ● $ Development
Code update
Strategy LU2e. Commemorate the history of the two railroads that built
Wylie’s foundation.
• Evaluate options to commemorate its roots, such as a festival
and/or dedicated plaza area with related educational
information and public art.
● ● $$-$$$ City event;
Capital
improvement
Strategy LU2f. Embrace Wylie’s unique history by pursuing the
development of a local history museum.
• Work with local volunteers to inventory the artifacts and
assets that could be displayed in a museum;
• Identify potential locations; and
• Consider potential sponsorship/donation opportunities.
● ● $-$$$ City partnership;
City study
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Goals and Strategies Timeline (Years) Approx.
Cost
Primary
Mechanism(s) 0-5 6-10 11-20
Goal LU3. Strengthen Downtown Wylie as a vibrant and welcoming destination.
Performance Measures:
- Number of wayfinding signs
- Number of crosswalk or sidewalk improvements
- Business survey owner satisfaction score
- Number of active businesses in Downtown
Strategy LU3a. Focus on placemaking initiatives within Downtown.
• Install wayfinding signage and add cross-street string lighting.
● $$ Capital
improvement
Strategy LU3b. Address parking issues, particularly during events, as
Downtown continues to become more active.
• Continue the ongoing traffic study;
• Consider conducting an evaluation of the typical daily use;
• Consider parking time limits if spaces are occupied for long
periods; and
• Continue coordination with surrounding property owners.
● ● ● $-$$ City study; City
partnership
Strategy LU3c. Implement interim and long-term pedestrian
enhancements in Downtown, such as sidewalk enhancement,
crosswalks, pedestrian connectivity, shade, and accessibility.
• Continue to implement the pedestrian enhancements
outlined in the Downtown Strategic Plan; and
• Consider options for immediate improvements through
“tactical urbanism” approaches.
● ● ● $$-$$$ Capital
improvement;
City study
Strategy LU3d. Establish standards for new development in Downtown
to preserve and expand the character of the current Downtown core
and adjacent areas.
• Evaluate options for a form-based approach in the Downtown
area. Alternatively, non-form-based approaches, such as a
standalone district or overlay district, should be considered.
● $$ Development
Code update
Strategy LU3e. Evaluate opportunities to generate additional activity in
Downtown.
• Conduct a survey of business owners to identify challenges
and opportunities; and
• Consider food trucks, pop-up vendors, or food halls.
● ● ● $-$$ City survey; City
study
Strategy LU3f. Prioritize the development of a stage in Olde City Park
for additional downtown activities and festivals.
• Continue to pursue the development of a stage in the park;
and
• Consider opportunities for sponsorship from local donors
and/or add the project to the capital improvements plan.
● $-$$ City partnership;
Capital
improvement
Goal LU4. Support a resilient local economy and plan for well-designed commercial development.
Performance Measures:
- Annual sales tax revenues
- Total number of jobs in the City limits
Strategy LU4a. Preserve prime land fronting State Highway 78 for sales
tax-generating uses.
• Review the zoning map and permitted land use types.
● ● ● $-$$ Development
Code update
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Goals and Strategies Timeline (Years) Approx.
Cost
Primary
Mechanism(s) 0-5 6-10 11-20
Strategy LU4b. Re-evaluate existing parking requirements and consider
reducing minimum parking standards to encourage smaller parking lots
for commercial uses.
• Review the existing parking requirements to determine
whether parking can be reduced by-right or in certain
circumstances.
● $-$$ Development
Code update
Strategy LU4c. Encourage additional family-friendly entertainment
options for Wylie residents.
• Ensure that family-friendly uses are allowed in appropriate
locations; and
• Review the regulations for outdoor dining options.
● ● ● $-$$ Development
Code update
Strategy LU4d. Consider implementing incentives and other tools to
help spur high quality development along Wylie’s major corridors.
• Incentivize higher quality design and materials through pre-
established development trade-offs (e.g., reduced
landscaping required in exchange for masonry construction);
and
• Continue to coordinate with WEDC to identify potential
financial incentives to encourage quality development along
the City’s major corridors.
● $-$$ Development
Code update;
City partnership
Strategy LU4e. Explore opportunities to expand the City’s daytime
population and to increase high quality local employment opportunities
within Wylie.
• Continue coordination with WEDC to promote flex spaces
(i.e., office/warehouse facilities) and industrial developments
in targeted locations by advertising available spaces; and
• Ensure that zoning is in place to support appropriate uses.
● ● ● $-$$ City partnership;
Development
Code update
Strategy LU4f. Support the efforts of local and regional entities to
expand local employment and business start-up opportunities.
• Continue to work with local partners (e.g., WISD, Collin
College, WEDC, and Chamber of Commerce) to attract
targeted industries, identify desirable skillsets, empower
start-ups, and provide information regarding available
resources.
● ● ● $ City partnership
Goal LU5. Leverage the lakefront as a unique and desirable destination.
Performance Measures:
- Regular communications, including meetings, with USACE
- Total acres of lakefront parks
Strategy LU5a. Communicate with the U.S. Army Corps of Engineers to
understand potential amenities and cooperative efforts at Lake Lavon.
• Continue meeting with the USACE District Commander to
discuss potential cooperative efforts or expanded public use
of the lake and surrounding lake.
● $ City partnership
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Goals and Strategies Timeline (Years) Approx.
Cost
Primary
Mechanism(s) 0-5 6-10 11-20
Strategy LU5b. Support implementation of the existing parks,
recreation, and open space plans.
• Continue to pursue implementation of the plan, focusing on
the identified top priorities; and
• Review the concept plans for East Fork Park and Avalon Park
to determine whether preliminary master plans should be
prepared.
● ● $$$ Capital
improvement;
Park planning
study
Goal LU6. Protect and conserve environmentally sensitive areas.
Performance Measures:
- Grant dollars received to support hazard mitigation
- Acres of preserved natural greenspace and floodplain
Strategy LU6a. Evaluate the existing hazard mitigation policy to ensure
that the City is adequately prepared for potential disasters.
• Conduct an update to the existing hazard mitigation plan to
incorporate best practices and FEMA guidance; and
• Continue to pursue grant funding from FEMA and TDEM.
● Hazard
Mitigation Plan
update; City
Staff action
Strategy LU6b. Evaluate the existing tree preservation, protection, and
replacement policies for commercial and public lands.
• Require replacement of certain trees when commercial sites
are developed; and
• Apply the same policy to the City’s land (including rights-of-
way) to ensure that the City is leading by example.
● $-$$ Development
Code update;
City policy
Strategy LU6c. Evaluate low-impact development (LID) provisions,
floodplain development policies, and overall conservation practices.
• Review the floodplain, drainage, and conservation standards;
• Prohibit development in the 100-year floodplain;
• Consider establishing a required setback from waterways to
reduce erosion and pollution;
• Encourage single-loaded streets along creeks;
• Update the drainage design manual to include best practices
and green infrastructure approaches; and
• Consider adopting the iSWM manual to allow for LID designs.
● $-$$ Development
Code update;
City policy
Strategy LU6d. Preserve existing greenspace in strategic locations.
• Consider strategic purchases of remaining vacant land to
preserve Wylie’s rural, low-density character and natural
environment.
● ● ● $$ General fund
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Goals and Strategies Timeline (Years) Approx.
Cost
Primary
Mechanism(s) 0-5 6-10 11-20
Transportation
Goal T1. Plan for safe and efficient transportation infrastructure.
Performance Measures:
- Number of crashes per capita
- Fiscal analysis of revenue generated by new lane miles compared to the cost of construction and maintenance
Strategy T1a. Continue to implement the Thoroughfare Plan and
evaluate as needed over time.
• Update the Thoroughfare Plan to reflect roadways
constructed since its creation;
• Consider upgrading a segment of Eubanks Road; and
• Consider downgrading and/or traffic calming measures for
portions of Troy Road.
● ● ● $$-$$$ Thoroughfare
Plan update;
Capital
improvement
Strategy T1b. Implement policies, rules, and regulations regarding
access management.
• Require cross-access easements in future development to
enable motorists to travel between adjacent parking lots
without returning to the thoroughfare.
● $-$$ Development
Code update
Strategy T1c. Continually identify and prioritize intersections with high
crash rates that could benefit from safety improvements.
• Monitor crash and citation data to identify hazardous areas,
specifically those with pedestrian or bicyclist involvement;
and
• Consider mitigation measures to improve safety of identified
intersections.
● ● ● $-$$$ City Staff action;
Capital
improvement
Strategy T1d. Prioritize street maintenance in capital improvements
planning and promote awareness of maintenance efforts.
• Continue to invest in street maintenance;
• Increase transparency in planned and completed
improvements/repairs; and
• Maximize City-maintained lane miles and pavement width to
ensure that road construction is a fiscally sustainable
investment.
● ● ● $$$ Capital
improvement;
City policy
Strategy T1e. Identify roadways in the City that do not presently have
curbs, gutters, or other desired street elements.
• Conduct an inventory of the existing curb, gutter, and
sidewalk improvements to identify areas that lack these
elements; and
• Plan for installation of improvements in areas where
appropriate.
● $$$ City study;
Capital
improvement
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Goals and Strategies Timeline (Years) Approx.
Cost
Primary
Mechanism(s) 0-5 6-10 11-20
Goal T2. Promote mobility, access, and connectivity throughout the community.
Performance Measures:
- Miles of sidewalk, bike lanes, and off-street trails
- Turnaround time for sidewalk repairs
Strategy T2a. Promote walkability in new and developing
neighborhoods.
• Promote awareness of the City’s webpage tool for reporting
sidewalk issues;
• Evaluate options for more convenient citizen reporting of
sidewalk issues; and
• Improve transparency of sidewalk repair progress.
● ● ● $ City
promotional
campaign; City
website updates
Strategy T2b. Facilitate bicycle and pedestrian pathways and
connections along key corridors.
• Conduct a detailed sidewalk inventory to identify missing
connections; and
• Prioritize installation in areas near schools and key
destinations, and in areas where dirt paths have been worn in
the grass through foot traffic.
● ● ● $$-$$$ City study;
Capital
improvement
Strategy T2c. Expand the existing “hike and bike” network by
connecting existing trails and key destinations, supported by
coordination with Collin County, surrounding cities, and NCTCOG.
• Continue to coordinate with the County and regional entities
on trail network implementation, potential funding sources,
and future updates to the plan;
• Identify appropriate connections between existing and
planned trails and key destinations;
• Plan for amenities along trails; and
• Evaluate whether existing sidewalks should be widened.
● ● ● $-$$$ City partnership;
City study;
Capital
improvement
Strategy T2d. Plan for pedestrian and bicycle signalized crossings to
ensure safe crossings of trails at roadways.
• Identify roadway crossings that could benefit from enhanced
pedestrian and/or bicycle crossings, particularly those that
align with designated trail routes; and
• Prioritize areas near schools, parks, and other key
destinations.
● ● ● $-$$$ City study;
Capital
improvement
Strategy T2e. Proactively improve access and ADA-compliance
throughout the City.
• Conduct an inventory to identify any areas of issue or
potential improvements; and
• Continue progress toward implementing the City’s ADA
Transition Plan and evaluate opportunities for improvement.
● ● ● $-$$$ City study;
Capital
improvement
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Goals and Strategies Timeline (Years) Approx.
Cost
Primary
Mechanism(s) 0-5 6-10 11-20
Goal T3. Continue regional communications for a coordinated transportation network and efficient use of
resources.
Performance Measures:
- Number or City Staff meetings or hours coordinating or meeting with local partners
Strategy T3a. Coordinate with the local school district on transportation
system implications of proposed school facility expansion/needs.
• Continue ongoing communications with WISD to identify any
transportation-related issues that arise from existing or
expanding facilities, and to identify the best locations for any
future facilities.
● ● ● $ City partnership
Strategy T3b. Coordinate with state, regional, and local entities
regarding the transportation network.
• Continue coordination with regional partners (e.g., Collin
County, NCTCOG, TXDOT, neighboring cities) to evaluate
opportunities for cooperation, shared resources, and
potential funding sources for new construction or other
network improvements.
● ● ● $ City partnership
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Appendix: Community Input
The Appendix is a separate document that includes the community input received and notes from the
meeting discussions conducted during the development of this plan. The following engagements are
reflected in the Appendix:
Monday, August 19, 2021 - CPAC Kickoff
Monday, September 13, 2021 - Community Open House #1 (Online: Sept. 3-Sept. 19)
Tuesday, October 12, 2021 - Joint Workshop: Input Review and Goals
Thursday, November 11, 2021 - CPAC: Housing, Special Planning Areas, Land Use Categories
Thursday, January 13, 2021 - CPAC: Future Land Use, Transportation
Thursday, February 3-17, 2022 - CPAC Survey: Detailed Strategies Online Survey
Thursday, March 3, 2022 - CPAC: Review and Discuss Detailed Strategies
Thursday, March 31, 2022 - Community Open House #2 (Online: March 21-April 10)
Thursday, May 19, 2022 - CPAC: Input Review, Finalize Plan
Tuesday, June 14, 2022 - Joint Workshop
Tuesday, July 5, 2022 - Planning & Zoning Commission Public Hearing
Tuesday, July 26, 2022 - City Council Public Hearing
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