06-14-2022 (City Council) Agenda Packet Wylie City Council Regular Meeting
June 14,2022—6:00 PM
Council Chambers - 300 Country Club Road,Building#100,Wylie, Texas 75098 CI T
CALL TO ORDER
INVOCATION&PLEDGE OF ALLEGIANCE
PRESENTATIONS &RECOGNITIONS
PR1. Wylie Way Students 4th Term/lst- 12th Grade.
COMMENTS ON NON-AGENDA ITEMS
Any member of the public may address Council 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. Council requests that comments be limited to three minutes for an
individual, six minutes for a group. In addition, Council 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 City Council 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, approval of May 31, 2022 Regular City Council Meeting minutes.
REGULAR AGENDA
1. Interview applicants for Board of Review vacancies for a term to begin July 1, 2022 and end June 30,2024.
2. Consider, and act upon, the recommendations of the 2022 Boards and Commission Council Interview Panel
for appointments to the Animal Shelter Advisory Board, Cemetery Advisory Board, Construction Code
Board, Historic Review Commission, Library Board, Parks and Recreation Board, Parks and Recreation
Facilities Development Corporation Board (4B), Planning and Zoning Commission, Public Arts Advisory
Board, Wylie Economic Development Corporation, and the Zoning Board of Adjustments to fill board
vacancies for a teitu to begin July 1, 2022 and end June 30, 2024/25.
3. Consider, and act upon, appointments to fill the Board of Review vacancies for a term to begin July 1,2022
and end June 30, 2024.
4. Consider, and act upon, Ordinance No. 2022-47 amending Ordinance No. 2021-43, which established the
budget for fiscal year 2021-2022;providing for repealing,savings and severability clauses;and providing for
an effective date of this ordinance.
5. Consider, and act upon, the award of a professional services project order (PSPO) #W2022-85-E for the
Wylie Historic Area Drainage Master Plan to Huitt-Zollars, Inc. in the amount of $197,000.00 and
authorizing the City Manager to execute any necessary documents.
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WORK SESSION
WS I e Discuss the completed draft Comprehensive Master Plan.
WS2e Discuss McMillen Drive Progress Update.
RECONVENE INTO REGULAR SESSION
EXECUTIVE SESSION
Sec. 551.072. DELIBERATION REGARDING REAL PROPERTY; CLOSED MEETING.
A governmental body may conduct a closed meeting to deliberate the purchase, exchange, lease, or value of real
property if deliberation in an open meeting would have a detrimental effect on its negotiating position.
ES1. Consider the sale or acquisition of properties located at Ballard/Brown, Brown/Eubanks, FM 1378/Parker,
FM 544/Cooper, FM 544/Sanden, State Hwy 78/Alanis, State Hwy 78/Ballard, State Hwy 78/Birmingham,
and State Hwy 78/Brown.
Sec. 551.087. DELIBERATION REGARDING ECONOMIC DEVELOPMENT NEGOTIATIONS;
CLOSED MEETING.
This chapter does not require a governmental body to conduct an open meeting:
(1) to discuss or deliberate regarding commercial or financial information that the governmental body has received
from a business prospect that the governmental body seeks to have locate, stay,or expand in or near the territory of
the governmental body and with which the governmental body is conducting economic development negotiations;
or
(2) to deliberate the offer of a financial or other incentive to a business prospect described by Subdivision(1).
ES2. Deliberation regarding commercial or financial information that the WEDC has received from a business
prospect and to discuss the offer of incentives for Projects: 2017-l0a,2020-1.1b,2021-2d,2021-4a,2021-4b,
2021-5a, 2021-6a, 2021-6c, 2021-7a, 2021-8a, 2021-9e, 2021-9f, 2021 9g, 2021-11a, 2021-12a, 2021-12b,
2022-6a,2022-6b, and 2022-6c.
RECONVENE INTO OPEN SESSION
Take any action as a result from Executive Session.
READING OF ORDINANCES
Title and caption approved by Council as required by Wylie City Charter,Article III, Section 13-D.
ADJOURNMENT
CERTIFICATION
I certify that this Notice of Meeting was posted on June 10,2022 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.
Stephanie Storm, City Secretary Date Notice Removed
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2
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 City Council should determine that a closed or
executive meeting or session of the City Council 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 City Council at the date,
hour and place given in this notice as the City Council 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.
§ 551.072—Discussing purchase, exchange,lease or value of real property.
§ 551.074—Discussing personnel or to hear complaints against personnel.
§ 551.087—Discussing certain economic development matters.
§ 551.073—Discussing prospective gift or donation to the City.
§ 551.076—Discussing deployment of security personnel or devices or security audit.
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06/14/2022 Item A.
Wylie City Council
CITY OF
AGENDA REPORT
Department: City Secretary Account Code:
Prepared By: Stephanie Storm
Subject
Consider, and act upon, approval of May 31,2022 Regular City Council Meeting minutes.
Recommendation
Motion to approve Item as presented.
Discussion
The minutes are attached for your consideration.
4
06/14/2022 Item A.
Wylie City Council Regular Meeting Minutes
May 31,2022—6:00 PM
Council Chambers - 300 Country Club Road,Building#100,Wylie, Texas 75098 CITY
CALL TO ORDER
Mayor Matthew Porter called the regular meeting to order at 6:05 p.m. The following City Council members were
present: Councilman David R. Duke, Councilman Dave Strang (6:33 p.m.), Mayor pro tem Jeff Forrester,
Councilman Scott Williams, and Councilman Garrett Mize. Councilman Timothy T.Wallis was absent.
Staff present included: City Manager Brent Parker;Deputy City Manager Renae 011ie;Assistant City Manager Lety
Yanez; Police Chief Anthony Henderson; Finance Director Melissa Beard; Fire Chief Brandon Blythe; Public
Information Officer Craig Kelly;Planning Manager Jasen Haskins;Project Engineer Jenneen Elkahlid;Purchasing
Manager Glenna Hayes; Public Works Director Tommy Weir; Interim Parks and Recreation Director Carmen
Powlen; City Engineer Tim Porter; City Secretary Stephanie Stoini; and various support staff.
INVOCATION& PLEDGE OF ALLEGIANCE
Mayor pro tern Forrester led the invocation, and Mayor Porter led the Pledge of Allegiance.
PRESENTATIONS &RECOGNITIONS
PR1. Wylie Way Students 4th Term/ 1st- 12th Grade.
Mayor Porter announced there was a date discrepancy and the appropriate date is June 14, 2022. Porter confirmed
there were no persons in attendance for this item.
PR2. Recognizing May 2022 as Asian Americans and Pacific Islanders Month.
Mayor Porter recognized May 2021 as Asian Americans and Pacific Islanders Month in Wylie,Texas.
COMMENTS ON NON-AGENDA ITEMS
Any member of the public may address Council 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. Council requests that comments be limited to three minutes for an
individual, six minutes for a group. In addition, Council is not allowed to converse, deliberate or take action on any matter
presented during citizen participation.
Paul Long addressed Council regarding an aquatics center for the City about working with WISD regarding a swim
and dive team.
Joshua Murray addressed the Council regarding information on the Collin County Commissioner's Court.
Eugene Hauptmann addressed the Council regarding school inspections and safety, and the event that occurred in
Uvalde.
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06/14/2022 Item A.
CONSENT AGENDA
All matters listed under the Consent Agenda are considered to be routine by the City Council 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, approval of May 10,2022 Regular City Council Meeting minutes.
B. Consider, and act upon, Ordinance No. 2022-40 of the City of Wylie, Texas granting a franchise
agreement to Farmers Electric Cooperative,Inc.
C. Consider, and act upon, Resolution No. 2022-16(R), ratifying Renae 011ie as Acting City Manager in
the absence of Brent Parker, City Manager.
D. Consider,and act upon,Ordinance No.2022-41 amending Wylie's Code of Ordinances,Ordinance No.
2021-17, as amended, Chapter 78 (Parks and Recreation), Article IX(Cemeteries), to create Division
3 -Cemetery Operations.
E. Consider, and act upon, a Final Nat for Woodbridge Townhomes Tract A-3 Phase 2,establishing 104
residential lots and three open space lots on 13.125 acres, generally located on the southwest corner of
Hooper Road and Hensley Lane.
F. Consider, and act upon, a Final Plat for Woodbridge Townhomes Tract A-4 Phase 2, establishing 60
residential lots and two open space lots on 5.868 acres, generally located on the southwest corner of
Hooper Road and Hensley Lane.
G. Consider, and act upon, a Final Plat for Woodbridge Townhomes Tract A-4 Phase 3, establishing 75
residential lots on 6.171 acres,generally located on the southwest corner of Hooper Road and Hensley
Lane.
H. Consider, and act upon,Ordinance No.2022-42 regarding a change in zoning from PD-SF-ED to PD-
ED to allow for an Accessory Dwelling Unit,property located at 801 Lake Ranch Ln. (ZC 2022-09).
I. Consider, and act upon, Resolution No. 2022-17(R), repealing Resolution No. 2022-14(R), and
authorizing the City Manager of the City of Wylie, Texas, or his designee, to execute an Advance
Funding Agreement between the State of Texas and the City of Wylie, and to take any and all other
actions necessary to effectuate the same; and providing for an effective date hereof.
J. Consider, and act upon, the City of Wylie Monthly Revenue and Expenditure Report for April 30,
2022.
K. Consider, and place on file,the City of Wylie Monthly Investment Report for April 30,2022.
L. Consider, and place on file, the monthly Revenue and Expenditure Report for the Wylie Economic
Development Corporation as of April 30,2022.
M. Consider, and act upon, the approval of the purchase of Audio-Visual Equipment and Installation
from Lantek Audio Video& Communications LLC in the estimated amount of$135,887.51 through a
cooperative purchasing contract with The Interlocal Purchasing System (TIPS), and authorizing the
City Manager to execute any necessary documents.
N. Consider, and act upon, Resolution No. 2022-18(R), suspending the June 17, 2022 effective date of
Oncor Electric Delivery Company's requested rate change to permit the City time to study the request
and to establish reasonable rates; approving cooperation with the Steering Committee of Cities served
by Oncor to hire legal and consulting services and to negotiate with the company and direct any
necessary litigation and appeals; finding that the meeting at which this Resolution is passed is open to
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06/14/2022 Item A.
the public as required by law; requiring notice of this Resolution to the company and legal counsel for
the Steering Committee.
Councilman Williams requested Item N be pulled from Consent Agenda and considered individually.
Council Action
A motion was made by Mayor pro tern Forrester, seconded by Councilman Williams, to approve the Consent
Agenda Items A-M as presented. A vote was taken and motion passed 5-0 with Councilman Strang and Wallis
absent.
REGULAR AGENDA
N. Consider, and act upon, Resolution No. 2022-18(R), suspending the June 17, 2022 effective date of
Oncor Electric Delivery Company's requested rate change to permit the City time to study the request
and to establish reasonable rates; approving cooperation with the Steering Committee of Cities served
by Oncor to hire legal and consulting services and to negotiate with the company and direct any
necessary litigation and appeals; finding that the meeting at which this Resolution is passed is open to
the public as required by law; requiring notice of this Resolution to the company and legal counsel for
the Steering Committee.
Council Comments
Councilman Williams commended the City staff for their due diligence in bringing this item before the Council
instead of just approving the requested rates.
Council Action
A motion was made by Councilman Strang, seconded by Councilman Duke,to approve Item 2 as presented.A vote
was taken and motion passed 7-0.
1. Interview applicants for Board of Review vacancies for a term to begin July 1, 2022 and end June 30,
2024.
Council interviewed applicants Gerald Dyson, Taniki Small, Derek Trent, and Thomas Volmer. Applicants not
present included: James Byrne, Jack Craig, and Joseph Murdock.
Councilman Strang took his seat at the dais at 6:33 p.m.
2. Consider, and act upon, Ordinance No. 2022-43 amending Ordinance No. 2021-43,which established
the budget for fiscal year 2021-2022; providing for repealing, savings and severability clauses; and
providing for an effective date of this ordinance.
Staff Comments
Finance Director Beard addressed the Council stating the Taste of Wylie proceeds totals $6,832.71. The City of
Wylie would like to donate this amount to the local food pantries.
Council Action
A motion was made by Councilman Williams, seconded by Councilman Duke, to approve Item 2 as presented. A
vote was taken and motion passed 6-0 with Councilman Wallis absent.
Members from the Christian Care Center,Hope for the Cities,Five Loaves Food Pantry,and Amazing Grace Food
Pantry were present to accept the donation.
Mayor Porter thanked City and EDC staff,participating restaurants, and volunteers.
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06/14/2022 Item A.
3. Consider, and act upon,the first modification to PSPO#W2019-8-E for FM 544(Stone Road)Phase 3
Improvements from North of Alfred Drive to Vinson Road to Freese & Nichols,Inc. in the amount of
$146,240.00 and authorizing the City Manager to execute any necessary documents.
Council Comments
Mayor Porter confirmed there is a funding gap from when the bond was passed,but what is being proposed tonight
is for the engineering portion of the project, and will still be useful for the City. City Engineer Porter replied that is
correct, the City reached out to the consultant to gather a scope to provide some of the additional services. City
Engineer Porter added traffic has increased in this area and thinks adding a signal at Alanis and FM 544 would be
beneficial as part of this scope. Councilman Williams asked if the staff feels the price given is fair and reasonable.
City Engineer Porter replied yes, it is, and there is no typical percentage that can be added to some of the special
services. Mayor pro tern Forrester asked what the shortfall is since the proposition was passed by the voters. City
Engineer Porter replied there is an estimated construction cost of about$13.7 million, and the total is estimated at
$16 million. Forrester confirmed that this project went from a $10 million project to a $16 million project and
confirmed the County will still only contribute a little over $5 million towards the project. City Engineer Porter
confirmed that was correct, the Interlocal Agreement (ILA) stipulates the funding and added staff is trying to do
what they can to move this project along and would like franchise utility relocations to start in the fourth quarter of
this year and construction start the first quarter of next year if possible. Mayor Porter asked if staff has a plan to
make up the $6.2 million that is short, and stated he would not want to see the City miss the dangerous section of
roadway from where the current four lanes end at Alfred to down past the elementary school. City Manager Parker
replied the City does not have a funding source currently to make up the difference. Williams stated he would be
curious to see where the City is going to make up the budget shortfall and would like to know where the funding is
coming from before the City extends the additional overage on the engineering; however, he would not want to
sacrifice the engineering and asked staff where does that balance fall. City Engineer Porter replied the City has an
agreement with the consultant for a little over $1 million so this amount adds to that consultant contract. City
Engineer Porter added the City also has a contract with the County for the matching funds of$5 million. Williams
asked how much of the engineering can go back to the County. City Engineer Porter replied due to the structure of
the ILA he cannot ask for the full funding from the County until milestones are reached.Parker stated this particular
project is a good example of why staff is pushing so hard currently to get some projects caught up and completed
because of inflation and labor shortages,and moving forward if the voters are going to approve a bond it is important
to complete projects in a reasonable amount of time to be good stewards of the public. City Engineer Porter stated
to follow up on Councilman Williams question, if this item is not approved tonight, it stops the right-of-way
acquisition portion. Councilman Mize stated he does think this is important to ensure that with the growth that is
occurring on the East side of the City, it is important that the City continues to plan for and develop the adequate
infrastructure from a quality of life and public safety perspective; and the City should move forward with this item.
Council Action
A motion was made by Councilman Strang, seconded by Mayor pro tern Forrester,to approve Item 3 as presented.
A vote was taken and motion passed 6-0 with Councilman Wallis absent.
4. Consider,and act upon,Ordinance No.2022-44 amending Wylie's Code of Ordinances,Ordinance No.
2021-17, as amended, Appendix A (Wylie Comprehensive Fee Schedule), Section IX (Parks and
Recreation), Subsections A through H.
Staff Comments
Parks and Recreation Director Powlen addressed Council stating staff is bringing the Parks and Recreation fee
schedule for Council consideration. Currently, the fees are specified for passes and rentals, and staff is requesting
to revise the fee schedule to allow staff the ability to adjust the fees as needed. Staff would bring the proposed fees
back to Council for consideration during the budget process.
Council Comments
Councilman.Williams requested clarification on what is being proposed.Mayor Porter responded that currently the
fees are set by ordinance and would require an ordinance each time any fee is changed, and staff is proposing
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06/14/2022 Item A.
removing the set fees to allow flexibility to change pricing as needed. Powlen explained this would give staff the
flexibility to run specials and would be brought back during the budget process.
Council Action
A motion was made by Councilman Strang, seconded by Mayor pro tern Forrester,to approve Item 4 as presented.
A vote was taken and motion passed 6-0 with Councilman Wallis absent.
5. Consider, and act upon, Ordinance No. 2022-45 amending Ordinance No. 2021-43,which established
the budget for fiscal year 2021-2022; providing for repealing, savings and severability clauses; and
providing for an effective date of this ordinance.
Staff Comments
Finance Director Beard addressed the Council stating the amount of$538,629.80 was seized in accordance with
Chapter 59 of the Code of Criminal Procedures. After a plea agreement, the City returned $23,710.25 to the
defendant leaving $514,919.55 to be deposited into Wylie Police Department's State Seizure account. According
to the asset forfeiture agreement between the Wylie Police Department and the Collin County District Attorney's
Office,we are required to pay them 20 percent after court costs are subtracted. The court costs are$1,490.00 to the
Collin County District Clerk and the District Attorney's fees are $102,685.92. These fees are to be paid out of the
$514,919.55 leaving a net increase in the seizure account of$410,743.63.Beard stated this money can only be spent
on very specific law enforcement items.
Council Action
A motion was made by Councilman Strang, seconded by Councilman Mize,to approve Item 5 as presented.A vote
was taken and motion passed 6-0 with Councilman Wallis absent.
6. Consider, and act upon, Ordinance No. 2022-46, amending Wylie's Code of Ordinances, Ordinance
No. 2021-17, as amended, amending Chapter 58 (Historical Preservation), Article I (General) and
Article II(Landmarks).
Staff Comments
Deputy City Manager 011ie addressed the Council stating the Historic Review Commission(HRC)held a series of
work sessions to discuss proposed updates to Chapter 58 Landmarks of the Code of Ordinances to consider
enhancing the current Landmarks section. Guidance for landmark designation shall be in accordance with Local
Government Code(LGC)Chapter 211,whereby section 211.0165 outlines the necessary steps and grants authority
to the municipality. Before a structure or land can be designated as a local historic landmark, the property owner
must consent.If the property owner does not consent, approval by at least a three-fourths majority vote of the City
Council and Planning and Zoning Commission, or HRC is required (Sec. 58-22). In accordance with LGC Ch.
211.01.65(a-1) when a property owner does not consent, the municipality shall designate the Planning and Zoning
Commission or the HRC as the entity with exclusive authority to approve the designations of properties as local
historic landmarks and the inclusion of properties in a local historic district. The exclusive authority to the
Commission is granted only when a property owner does not consent to their property being designated as a local
landmark. 011ie added Chapter 58 was last amended in 1990 and the summary of amendments includes: creating
definitions as well as changes to bring the ordinance more in line with established goals of the HRC, removing
wording regarding perpetual monthly basis and replaced with a purpose statement, established criteria to set
landmark designations,established a section to outline an ordinary maintenance clause, and alternative parking and
loading for properties with landmark designations.
Council Comments
Councilman. Strang asked if the property owner does not want the designation, it can be forced on them anyway.
011ie replied yes but said she cannot think of a reason why the City would ever do that. Strang asked what is the
benefit to the property owner. 011ie replied the City can offer incentives,tax abatements, grants, and beautification
dollars. Mayor pro tern Forrester confirmed on a case by case basis to the individual property and asked what
happens when the owner sells the property. 011ie replied that is correct and the designation stays with the property.
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06/14/2022 Item A.
Mayor Porter stated no incentives are called out in the ordinance and asked if they would come before Council for
final ratification. 011ie replied yes, they would come before Council. Councilman Williams thanked Ms. 011ie for
her dedication to the HRC; confirmed this only applies to historic landmarks and does not apply to every house in
the historic district. 011ie replied that is correct and it is a local designation, it is what is important to Wylie and
does not have to be a Wylie resident. Councilman Mize stated he was excited about this and using the LGC to shape
up and bring to speed the historic landmark process, and it gives the City more tools to continue to embrace and
preserve our history.
Council Action
A motion was made by Councilman Mize,seconded by Councilman Strang,to approve Item 6 as presented.A vote
was taken and motion passed 6-0 with Councilman Wallis absent.
WORK SESSION
Mayor Porter reconvened the Council into Work Session at 7:49 p.m.
WS1. Presentation providing an overview of Capital Projects Funding.
Mayor Porter convened the Council into a break at 7:52 p.m.
Mayor Porter reconvened the Council at 8:01 p.m.
Finance Director Beard addressed Council giving a presentation on all project's status and sources of funding for
the specific projects, reviewing all projects, currently in progress streets projects, planned street projects,
future/unfunded street projects, water projects, and current parks projects.
Council comments and questions included does this take into account the Bonds that were passed or the annual
budget,can staff share the spreadsheet with Council,what is the vision for Alanis Drive from Highway 78 to Ballard,
is this information including land acquisition for water projects,have a future work session after the data has been
provided to Council,having the data helps put it all in perspective, accomplished the 50,000-foot view of the status
on the projects,would like a future discussion on sources of funding, and issue debt on an as-needed basis.
RECONVENE INTO REGULAR SESSION
Mayor Porter reconvened the Council into Regular Session at 8:27 p.m.
EXECUTIVE SESSION
RECONVENE INTO OPEN SESSION
Take any action as a result from Executive Session.
READING OF ORDINANCES
Title and caption approved by Council as required by Wylie City Charter, Article III, Section 13-D.
City Secretary Storm read the captions to Ordinance Nos. 2022-40,2022-41,2022-42,2022-43,2022-44,2022-45,
and 2022-46 into the official record.
ADJOURNMENT
A motion was made by Councilman Strang, seconded by Councilman Duke,to adjourn the meeting at 8:30 p.m. A
vote was taken and motion passed 6-0 with Councilman Wallis absent.
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10
06/14/2022 Item A.
Matthew Porter,Mayor
ATTEST:
Stephanie Storm, City Secretary
Page I
11
06/14/2022 Item 1.
Wylie City Council
CITY OF
AGENDA REPORT
Department: City Manager Account Code:
Prepared By: City Secretary
Subject
Interview applicants for Board of Review vacancies for a term to begin July 1, 2022 and end June 30, 2024.
Recommendation
No action taken.
Discussion
Per Ordinance No. 2022-01,prospective Board of Review applicants will be interviewed by the entire City Council.
Applicants:
James Byrne (withdrawn)
Jack Craig
Gerald Dyson(interviewed 5/31-recommended for Parks and Recreation Board)
Joseph Murdock(withdrawn)
Taniki Small (interviewed 5/31)
Derek Trent(interviewed 5/31-recommended for Cemetery Advisory Board)
Thomas Volmer(interviewed 5/31)
12
06/14/2022 Item 1
oar f vie * ; flc . 0
Persorial information
First Name* Last Name
„Jock Greif g
Residenc)ii
You must be a Wylie resident to serve on this hoard
Wylie resident
Yes No
Length of Residency
Years Months
4 2
Voter Status
Registered Voter* Voter Registration County*
Yes No
Emptoyrnent iriformatiori
Occupation
Generoi PlatIRgel
Work experience that may be beneficial to the board you are applying for.
Board/Commission Service
Currently serve on a boardicortirrtission
Yes No
Why you would like to serve as a Board of Review member:k
rItti passton2te obotlt the'offfil-tfetrdri and ffarnlly offfnterfed,g.rwth of Vdylte
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06/14/2022 Item 1.
Board of Ethics Application
Personal Information
Please provide full legal name.
First Name* Last Name*
Gerald Dyson
Residency
You must be a Wylie resident to serve on this board.
Are you a Wylie resident?*
Yes No
How long have you been a Wylie resident?
Years* Months*
2 9
Voter Status
Registered Voter* Voter Registration County*
Yes No Collin
Employment Information
Occupation
Business Owner,Holistic Health Practitioner, Nutritionist
If applicable, please list any work experience that may be beneficial to the board you are applying for.
Board/Commission Service
Do you currently serve on a
board/commission?*
Yes No
Please indicate briefly why you would like to serve as a Board of Ethics member:*
As a Christian business owner for over 12 years,it is on a daily basis that we must realign our own interests with
those or the greater community and those we serve. I will be honored to contribute the utmost guidance and
direction when it comes to our City of Wylie doing exactly that
Acknowledgment & Signature
Signature*
Date*
6W1 d 1 1/20/2021
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06/14/2022 Item 1
oar f vie * ; flc . 0
Persorial information
First Name Last Name
TinikSmall
Residency
YOU most be a Wylie resident to serve on this board,
Wylie resident
Yes Na
Length of Residency
Years* Months
4 2
Voter Status
Registered Voter Voter Registration County
Yes No
Ertiipleyryierit hifotmaton
Occupation
Work experience that may be beneficial to the board you are applying for,
hAlse stlarleactlnd mndluni to large projects ani also a US Arn veteran
BOarCl/COTTIMISSit3n Set vtce
Currently serve on a boardicorrirrlission
Yes No
Why you would like to serve as a Board of Review member:
II tot neto give back to tny community and serve whatever capacity ts needest
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06/14/2022 Item 1.
Board of Review Application
Personal Information
First Name* Last Name
Derek Trent
Residency
You must be a Wylie resident to serve on this board.
Wylie resident*
Yes Na
Length of Residency
Years* Months*
}5 2
Voter Status
Registered Voter* Voter Registration County*
Yes No Collin
Employment Information
Occupation
Software Engineer
Work experience that may be beneficial to the board you are applying for.
Board/Commission Service
Currently serve on a board/commission*
Yes No
Why you would like to serve as a Board of Review member:*
1 would like to help the city ot Wylie determine resolutions for problems in the community and necessary
changes. Getting involved and contributing to my community would give me a great sense of purpose and i
believe I can balance being logical and empathetic in my decision making.
16
06/14/2022 Item 1.
Board of Review Application
Personal Information
First Name* Last Name*
Thomas lmer
Residency
You must be a Wylie resident to serve on this board.
Wylie resident*
Yes No
Length of Residency
Years* Months*
5 0
Voter Status
Registered Voter* Voter Registration County*
Yes No Collin
Employment Information
Occupation
IT Executtve/Commnercial Construction Industry
Work experience that may be beneficial to the board you are applying for.
I've held a variety of leadership roles from Director of IT to CIO. I have experience'In the Hospitality,
Entertainment, Oil&Gas and for the Iasi 10 years in Commercial`Construction,
Board/Commission Service
Currently serve on a board/'commission*
Yes No
Why you would like to serve as a Board of Review member:*
Economic Development
17
06/14/2022 Item 2.
Wylie City Council
CITY OF
AGENDA REPORT
Department: City Secretary Account Code:
Prepared By: City Secretary
Subject
Consider,and act upon,the recommendations of the 2022 Boards and Commission Council Interview Panel for appointments
to the Animal Shelter Advisory Board, Cemetery Advisory Board, Construction Code Board, Historic Review Commission,
Library Board,Parks and Recreation Board, Parks and Recreation Facilities Development Corporation Board(4B), Planning
and Zoning Commission, Public Arts Advisory Board,Wylie Economic Development Corporation, and the Zoning Board of
Adjustments to fill board vacancies for a term to begin July 1,2022 and end June 30, 2024/25.
Recommendation
Motion to approve the recommendations as presented.
Discussion
Article 8, Section lA of the City Charter authorizes the City Council to appoint members to serve on boards,commissions and
committees to help carry out the functions and obligations of the City and to make recommendations to the City Council. The
City Council has prescribed the purpose, composition, function, duties, accountability, and the tenure of each board,
commission, and committee.
An interview panel,consisting of three council members, conducted interviews of all applicants.All applicants were contacted
to schedule an informal meeting,in open session with the Boards and Commission Council Interview Panel. Council members
appointed by the Wylie City Council for 2022 are Mayor pro tern Jeff Forrester, Chair; Councilman David R. Duke, and
Councilman Scott Williams.The Panel met with applicants on Wednesday,June 1,2022 and Thursday,June 2,2022 to conduct
interviews and deliberate their choices to recommend to the full council.
The 2022 Boards and Commission Council Interview Panel have attached their recommendations for Council consideration
and action.
In addition to the applicant positions recommended, the panel has recommended replacements should a vacancy occur for
some of the positions. Vacant positions during the year will be filled with current applicants as those vacancies occur.
18
06/14/2022 Item 2.
2022 Interview Panel Final Recommendations
PLACE NAME SEEKING RE- APPLICANT AWARDED POSITION
APPOINTMENT
3 Brad Abraham No-Termed Brad Abraham
4 Amber Porter Y Amber Porter
5 Jeff Stillinger N Susan Cranford
CEMETERY ADVISORY BOARD
1 Gloria Suarez Y Gloria Suarez
2 Juan Azcarate N Derek Trent
3 Allison Stowe Y Allison Stowe
Alt. 1 Vacant Erin Williams
Alt. 2 (1 year) Erin Williams Y Laurie Sargent
i@
ILFINIcu
1 Paul Kunze N Todd Cranford
2 Eugene Hauptmann N John Straube Jr.
3 Jason Pyka N Sarah Kewak
Alt. 1 Kathleen Kender N Michael Sutera
Alt. 3 Benjamin Spotswood N Amanda Cooper
HISTORIC REVIEW COMMISSION
4 Frank Besadesky N Laurie Sargent
5 Allison Stowe Y Allison Stowe
6 Melissa Kenfield N Anita Jones
DI Ih
6 Toshia Kimball Y Toshia Kimball
7 Irene Chavira N Justin Strauch
PARKS&RECREATION BOARD
1 Craig Allen Yes Craig Allen
4 Joni Robinson No - Termed Gerald Dyson
6 Kevin Sewart N Nicholas Puente
7 Kim Mullis Y Kim Mullis
RI Ashleigh Rodriguez
19
06/14/2022 Item 2.
2022 Interview Panel Final Recommendations
u.\,,;,txs s w.t14r.ti *.ra 1<'.,k r I I. ,G , '\,
3 Toby Wallis
4 Matthew Porter
t ,t � ,
�,,,.,; , ,, " ,
s u
,, 0t- , .,' .�„
�� : lr ,,i. :
,,,, �, u,a,�� ,,,
t r ,� v �, �, v , i,,,,
tS,sy,a:dRh„iY�u4!t!4�tu,d,),f�h.�„�i u4,e,L 4,„t n,k,u(yu:, ,d�!,� 3(,b1�x.„.ait7 !��„!�e�1r�M z4,K,n41 �u\
1 James Byrne Y James Byrne
4 Dan Norris N Jennifer Grieser
5 Taylor Newsom N Keith Scruggs
7 Cory Plunk N Harold Gouge
R1 Randall Zabojnik
R2 Byron Betler
4:,‘
4 Michael Schwerin No-Termed Joseph Murdock
5 Lily Courtney N Anita Jones
6 Christina Null Y Christina Null
7 Steven Shank Y Steven Shank
R1 Karen Newman
,,
1 Melisa Whitehead Melisa Whitehead
2 Gino Mulliqi Gino Mulliqi
ZONING BOARD OF ADJUSTMENTS
2 Richard Covington Y Richard Covington
3 Drew Wight N Sharon Osisanya
4 Byron Betler Y Byron Betler
5 Zewge Kagnew N Harold Smith
Alt. 1 Richard Miller N Jennifer Grieser
20
06/14/2022 Item 2.
RESOLUTION NO. 2006-17(R)
A RESOLUTION OF THE CITY OF WYLIE, TEXAS ADOPTING
PROCEDURES FOR THE WYLIE BOARDS AND COMMISSION
INTERVIEW PROCESS AND THE APPOINTMENT OF THE
2006-07 BOARDS AND COMMISSION INTERVIEW PANEL.
WHEREAS,the City of Wylie has nine boards and commissions comprised of a total
of 54 members serving staggered two year terms; and
WHEREAS, each year the City of Wylie receives applications from residents for
consideration of appointment to City of Wylie Boards and Commissions; and
WHEREAS, applicants for the board and commission members are interviewed by a
Selection Panel consisting of three council members; and
WHEREAS, it has been deemed that guidelines be set for the Selection Panel, the
application process, the interview process, and the appointment process of the City of Wylie
Boards and Commissions.
NOW, THEREFORE BE IT RESOLVED BY THE CITY COUNCIL OF THE
CITY OF WYLIE:
SECTION 1: That the City Council of the City of Wyli6 will appoint a three (3)
member Selection Panel each year comprised of three (3) Council Members.
SECTION 2: That applications and scheduling of applicants to be interviewed by the
Selection Panel will be completed by the City Secretary and provided to the City Council.
SECTION 3: That the interview process will be held in the City of Wylie Council
Chambers and notifications of the interview dates will be posted for the public to attend.
SECTION 4: That City Council can provide a series of questions to the Selection
Panel for the applicants to address during their interview.
SECTION 5: Recommendations by the Selection Panel will be made in open session
and the recommendations will be presented to Council for discussion and approval.
Resolution No.2006-17(R)
Boards and Commission Interview Process
21
06/14/2022 Item 2
DULY PASSED AND APPROVED by the Wylie City Council on this 23 ' day of
May 2006,
John ondy, ayor
ATTEST:
,s,•‘.„„i F
SEAL
Caro e Ehrlich, tSecretary
4.);........
-ffirtmlitiO
Resolution No.2006-I 7(R)
Boards and Commission Interview Process
22
06/14/2022 Item 3.
Wylie City Council
CITY OF
AGENDA REPORT
Department: City Manager Account Code:
Prepared By: City Secretary
Subject
Consider,and act upon,appointments to fill the Board of Review vacancies for a term to begin July 1, 2022 and end June 30,
024.
Recommendation
Motion to approve, , ,and for the Board of Review vacancies for
a teiiil to begin July 1,2022 and end June 30,2024.
Discussion
Per Ordinance No. 2022-01,prospective Board of Review applicants will be interviewed by the entire City Council.
Applicants:
James Byrne(withdrawn)
Jack Craig
Gerald Dyson(interviewed 5/31-recommended for Parks and Recreation Board)
Joseph Murdock(withdrawn)
Taniki Small(interviewed 5/31)
Derek Trent(interviewed 5/31-recommended for Cemetery Advisory Board)
Thomas Volmer(interviewed 5/31)
23
06/14/2022 Item 3
oar f vie * ; flc . 0
Persorial information
First Name* Last Name
„Jock Greif g
Residenc)ii
You must be a Wylie resident to serve on this hoard
Wylie resident
Yes No
Length of Residency
Years Months
4 2
Voter Status
Registered Voter* Voter Registration County*
Yes No
Emptoyrnent iriformatiori
Occupation
Generoi PlatIRgel
Work experience that may be beneficial to the board you are applying for.
Board/Commission Service
Currently serve on a boardicortirrissions'
Yes No
Why you would like to serve as a Board of Review member:k
rItti passton2te obotlt the'offfil-tfetrdri and ffarnlly offfnterfed,g.rwth of Vdylte
24
06/14/2022 Item 3.
Board of Ethics Application
Personal Information
Please provide full legal name.
First Name* Last Name*
Gerald Dyson
Residency
You must be a Wylie resident to serve on this board.
Are you a Wylie resident?*
Yes No
How long have you been a Wylie resident?
Years* Months*
2 9
Voter Status
Registered Voter* Voter Registration County*
Yes No Collin
Employment Information
Occupation
Business Owner,Holistic Health Practitioner, Nutritionist
If applicable, please list any work experience that may be beneficial to the board you are applying for.
Board/Commission Service
Do you currently serve on a
board/commission?*
Yes No
Please indicate briefly why you would like to serve as a Board of Ethics member:*
As a Christian business owner for over 12 years,it is on a daily basis that we must realign our own interests with
those or the greater community and those we serve. I will be honored to contribute the utmost guidance and
direction when it comes to our City of Wylie doing exactly that
Acknowledgment & Signature
Signature*
Date*
6W1 d 1 1/20/2021
25
06/14/2022 Item 3
oar f vie * ; flc . 0
Persorial information
First Name Last Name
TinikSmall
Residency
YOU rilliSt be a Wylie resident to serve on this board
Wylie resident
Yes Na
Length of Residency
Years* Months
4 2
Voter Status
Registered Voter Voter Registration County
Yes No
Erfiiployryierit information
Occupation
ntratiacel
Work experience that may be beneficial to the board you are applying for,
t hAve triarisiged meJaium JP large projects 1 ani als0 a US Arrnv veteran
Board/Corilmissicdri Set vtce
Currently serve on a boardicortirrlission
Yes No
Why you would like to serve as a Board of Review member:
Itntrnfjal. neto give back to Jay aornmunity arast servia 11 whatever capacity is seedeat
26
06/14/2022 Item 3.
Board of Review Application
Personal Information
First Name* Last Name
Derek Trent
Residency
You must be a Wylie resident to serve on this board.
Wylie resident*
Yes Na
Length of Residency
Years* Months*
}5 2
Voter Status
Registered Voter* Voter Registration County*
Yes No Collin
Employment Information
Occupation
Software Engineer
Work experience that may be beneficial to the board you are applying for.
Board/Commission Service
Currently serve on a board/commission*
Yes No
Why you would like to serve as a Board of Review member:*
1 would like to help the city ot Wylie determine resolutions for problems in the community and necessary
changes. Getting involved and contributing to my community would give me a great sense of purpose and i
believe I can balance being logical and empathetic in my decision making.
27
06/14/2022 Item 3.
Board of Review Application
Personal Information
First Name* Last Name*
Thomas lmer
Residency
You must be a Wylie resident to serve on this board.
Wylie resident*
Yes No
Length of Residency
Years* Months*
5 0
Voter Status
Registered Voter* Voter Registration County*
Yes No Collin
Employment Information
Occupation
IT Executtve/Commnercial Construction Industry
Work experience that may be beneficial to the board you are applying for.
I've held a variety of leadership roles from Director of IT to CIO. I have experience'In the Hospitality,
Entertainment, Oil&Gas and for the last 10 years in Commercial`Construction,
Board/Commission Service
Currently serve on a board/'commission*
Yes No
Why you would like to serve as a Board of Review member:*
Economic Development
28
06/14/2022 Item 3.
ORDINANCE NO.2022-01
AN ORDINANCE OF THE CITY OF WYLIE, TEXAS, REPEALING
ORDINANCE NO. 2014-19,CREATING A CODE OF CONDUCT; PROVIDING
FOR A PENALTY FOR THE VIOLATION OF THIS ORDINANCE;
PROVIDING FOR REPEALING, SAVINGS,AND SEVERABILITY CLAUSES;
PROVIDING FOR AN EFFECTIVE DATE OF THIS ORDINANCE; AND
PROVIDING FOR THE PUBLICATION OF THE CAPTION HEREOF.
WHEREAS,the City of Wylie("City"or"Wylie")desires for all of its citizens to have confidence
in integrity, independence,and impartiality of those who act on their behalf in government;
WHEREAS,the City of Wylie previously adopted Ordinance No.2014-19, establishing a Code of
Ethics;and
WHEREAS,the City of Wylie desires to create a Code of Conduct and repeal Ordinance No.2014-
19, as of the Effective Date of this Ordinance.
NOW, THEREFORE BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF
WYLIE,TEXAS that:
Section 1. Creation of Code of Conduct
The City of Wylie creates this Code of Conduct(the"Code")and repeals Ordinance No.2014-19, as of
the Effective Date of this Ordinance.
Section 2. Policy
The proper operation of democratic local government requires that City Officials be independent,impartial
and responsible to the people;that local government decisions and policy be made in the proper channels
of the government structure; that public office not be used for personal gain; and that the public have
confidence in the integrity of its City Officials. It is the policy of the City of Wylie that its City Officials
meet the standards of conduct established in this Ordinance.Conduct not regulated herein is not subject to
this Code.
Section 3. Definitions
Administrative Board means any board,commission, or other organized body: (1)that has,by law,final
decision-making authority on matters within its jurisdiction and that is either: (a) established under
the City Charter,by City ordinance,or by appointment by the City Council or the Mayor;or(b)whose
members are all council members or are appointed or confirmed by the City Council;or,(2)created as a
non-profit economic development corporation by the City Council under the authority of the
Development Corporation Act of 1979,as amended.
Advisory Board means a board,commission,or other organized body other than an Administrative Board,
that was created by an act of the City Council whose members are appointed or confirmed by the City
Council or by an act of the Mayor and are charged with making recommendations to the City Council on
matters within its jurisdiction.
Board of Review means the body charged with reviewing and acting on Complaints under this Ordinance.
Ordinance No.2022-01 —Code of Conduct Page 1 of 11
29
06/14/2022 Item 3.
City Official or Official means the Mayor; a member of the City Council, members of Administrative
Boards,and Advisory Boards,appointed by the Mayor or City Council.
Code of Conduct means this Code of Conduct("Code"). Only a City Official may be held responsible for
violations of the Code.
Economic Interest means a legal or equitable property interest in land, chattels, and intangibles, and
contractual rights having a value of more than fifty thousand dollars ($50,000.00). Service by a City
Official as an Officer, director, advisor, or otherwise active participant in an educational, religious,
charitable, fraternal, or civic organization does not create for that City Official an "Economic Interest"
in the property of the organization.
Official Action means:
(I) Any affirmative act(including the making of a recommendation)within the scope of,or
in violation of, an Official's duties;or
(2) Any failure to act, if the Official is under a duty to act.
Section 4. Covered officials
The rules of conduct contained below apply generally to City Officials unless otherwise specified.
Section 5. City Officials required to comply with both state and local law
When a City Official's conduct is regulated by a provision of this Ordinance and a similar provision of
state law, and it is possible to comply with the requirements of both, a City Official shall comply with
both.
Section 6. Education
The City shall provide training and educational materials to City Officials on their obligations under
state law and this Ordinance. Such training shall include at least one formal classroom session in each
calendar year. All City Officials shall annually attend the formal training session offered by the City or
equivalent training sessions conducted by the City Attorney, the Texas Municipal League, or similar
organizations. The City also shall prepare and distribute written materials on the subject to each City
Official at the time of his or her election or appointment to office.
Section 7. Standards of Conduct for City Officials
(A) Appearance on behalf of private interests of others
(1) A member of the City Council shall not appear before the City Council,an Administrative
Board or an Advisory Board for the purpose of representing the interests of another person
or entity.However,a member of the City Council may,to the extent as otherwise permitted
by law, appear before any such body to represent the member's own interests or the
interests of the member's spouse or minor children.
(2) A City Official who is not a member of the City Council shall not appear before the body
on which he or she serves for the purpose of representing the interests of another person
or entity, and shall not appear before any other body for the purpose of representing the
interests of another person or entity in connection with an appeal from a decision of the
Ordinance No.2022-01—Code of Conduct Page 2 of 11
30
06/14/2022 Item 3.
body on which the City Official serves. However,the City Official may, to the extent as
otherwise permitted by law, appear before any such body to represent the City Official's
own interests or the interests of the City Official's spouse or minor children.
(B) Misuse and disclosure of confidential information
(1) It is a violation of this Code for a City Official to violate Texas Penal Code§39.06(Misuse
of Official Information).
(2) A City Official shall not disclose to the public any information that is deemed confidential
and/or privileged under any federal,state,local law,or Council rules,unless authorized by
law.
(C) Restrictions on political activity and political contributions
(1) No City Official shall use state or local funds or other resources of the City to electioneer
for or against any candidate,measure,or political party.
(2) A City Official shall not directly or indirectly induce, or attempt to induce, any City
employee:
a. To participate in an election campaign (beyond merely encouraging another to
vote),to participate in a political fundraising activity,or to contribute to a political
candidate or political committee;
b. To engage in any other activity relating to a particular candidate, party or issue
that is not directly related to a legitimate function of City government; or
c. To refrain from engaging in any lawful political activity after working hours.
(B) Use of cell phones or electronic devices by appointed or elected officials during meetings of
Administrative Boards and Advisory Boards,of which they are a member
City Officials shall refrain from communicating on cell phones or electronic devices during a
City meeting at which the City Official is attending as a member of that Administrative Board
or Advisory Board,except as provided below. However,City Officials may access agendas and
information relevant to a past, current, and/or future agenda. Cell phones shall be turned off
or put on vibrate during meetings. Should it be necessary to use a cell phone, City Officials
shall step down from the dais. Text messaging, emails, and other electronic or written
communications shall not be sent during a meeting unless it is an emergency.
(E) Conflicts of Interest
A City Official must not use,or attempt to use, his or her official position or office,or take or fail
to take any action, or influence, or attempt to influence, others to take or fail to take any action,in
a manner which he or she knows, or has reason to believe, may result in a personal, financial
benefit, or Economic Interest not shared with a substantial segment of the City's population, for
any of the following persons or entities:
(I) The Official;
(2) The Official's relative,or the employer or business of the relative;
(3) A person with which the Official has a financial or business relationship,including but not
limited to:
a.
b. A business of the Official,or the Official's spouse or domestic partner,or someone
who works for such outside employer or business; or
A client or substantial customer.
Ordinance No.2022-01 —Code of Conduct Page 3 of 11
31
06/14/2022 Item 3.
(4) A nongovernmental civic group,social, charitable, or religious organization of which the
Official,or the Official's spouse or domestic partner,is an officer or director;or
(5) A public or private business entity for which the Official, or his or her relative serves as a
director,general partner,or officer,or in any other policy-making position except when so
appointed to the position by the City.
(F) Compliance with Texas Local Government Code Chapters 171 and 176
It is a violation of this Code for a City Official to violate Texas Local Government Code, §§ 171
and 176 and Texas Penal Code §36.08
(G) Prohibitions Granting Special Privileges and Use of City Supplies and Equipment
It is a violation of this Code for a City Official:
(1) To use his official position to secure special privileges or exemptions for himself or others;
(2) To grant any special consideration, treatment or advantage to any citizen, individual,
business organization or group beyond that which is normally available to every other
citizen, individual,business organization or group. This shall not prevent the granting of
fringe benefits to City employees as a part of their contract of employment or as an added
incentive to the securing or retaining of employees;or
(3) To use City supplies, equipment or facilities for any purpose other than the conduct of
official City business, unless otherwise provided for by law,ordinance or City policy.
Section 8. Board of Review
(A) Creation and appointment
There is hereby created a Board of Review("BOR")to consist of five(5)members and two(2)alternates.
(1) The BOR shall review Complaints regarding alleged violation(s) of the Code
("Complaints"),review applicable waivers regarding the alleged violation(s),and determine
if a Complaint should be dismissed under the criteria,as outlined herein.
(2) Prospective BOR members shall be interviewed and appointed by a majority of the
City Council present at a duly called meeting.
(B) Qualifications
(I) All members must live within the City of Wylie city limits and be at least 18 years of age;
(2) BOR members may not be:
a. The spouse or the domestic partner of the individual filing the Complaint
("Complainant")or the individual who is the subject of the Complaint( Respondent )
is the spouse or domestic partner.
b. Serving on any other Council appointed Board or Commission during their term
on the BOR;
c. A City Council member or City of Wylie employee,or the spouse or domestic partner
of a City Council member or City of Wylie employee;
d. An elected public official;or
e A candidate for elected public office at the time of their term on the BOR.
Ordinance No,2022-0 I —Code of Conduct Page 4 of 11
32
06/14/2022 Item 3.
(C) Terms of appointment/Limitations
(1) BOR members may serve only one(1)term of two(2)consecutive years.
(2) BOR members shall serve until any Complaints pending during their appointed term have
been fully adjudicated by the BOR.
(3) If a person selected to serve on the BOR pursuant to this subsection cannot fulfill his or
her duties as a member of the BOR due to illness, travel, disqualification under the terms
outlined above,or another bona fide reason,or otherwise refuses to serve on the BOR,that
person shall be requested to confirm that fact with the City Secretary in writing within 15
calendar days of receipt of the service notification. In this event, the City Secretary shall
repeat the process outlined herein until a substitute'has been selected.
(D) Training/Removal
(1) BOR members must attend training regarding the role and responsibilities of service on
the BOR prior to handling a Complaint. The unexcused absence of any member of the
BOR from three (3).consecutive meetings, unless the BOR has excused the absence for
good and sufficient reasons, as determined by the BOR, shall constitute a resignation
from the BOR.
(2) A BOR member serves at the pleasure of the City Council and may be removed before the
expiration of the member's term by the City Council in its sole discretion.Before removing
a member, the BOR shall specify the cause for a recommendation of removal and shall
give the BOR member the opportunity to present the member's defense to removal. The
recommendation for the City Council to remove a BOR member shall be brought to
the City Council for an official vote.
(E) Consultation with City Attorney
The City Attorney is authorized to issue to any City Official, upon reasonable request, formal
written opinions regarding the applicability of the provisions of the conduct laws to an action the
City Official is considering taking in the future. The BOR and/or the City Council may consult
with the City Attorney or a designee of the City Attorney regarding legal issues which may arise
in connection with this section and may request advisory assistance from the City Attorney in
conducting hearings during any stage of the process. The City Attorney serves as Iegal counsel
for the City Council and not any individual City Council member.
(F) Reviewing Attorney
(1) The City Council shall approve a list of three (3) independent private attorneys
recommended by the City Attorney who may individually serve as a"Reviewing Attorney"
for Complaints filed under this section.The Reviewing Attorney shall be chosen by the City
Manager by lot.
(2) To be qualified,the Reviewing Attorney must be an attorney in good standing with the State
Bar of Texas, have been licensed to practice in the State of Texas for at least ten (10)
consecutive years,and have at least five(5)years of experience working with municipalities
in Texas.The Reviewing Attorney may not be:
a. A City Council member or City of Wylie employee, or the spouse or domestic partner
of a City Council member,Board member or City of Wylie employee;
b. An elected public official; or
c. A candidate for elected public office at the time of their service.
Ordinance No.2022-01—Code of Conduct Page 5 of 11
33
06/14/2022 Item 3.
(G) Complaint Process
(1) Filing Complaints.Any citizen of Wylie who believes that there has been a violation of the
Code may file a sworn Complaint with the City Secretary. The Complaint shall:
a. Identify the person or persons who allegedly committed the violation;
b. Provide a statement of the facts on which the Complaint is based;
c. To the extent possible,identify the rule or rules allegedly violated; and
d. Be sworn to in the form of an affidavit and be based on personal knowledge of the
affiant and be subject to the laws of perjury.
e. The Complainant may also recommend other sources of evidence that the
Reviewing Attorney should consider and may request a hearing.
f. Complaints arising out of an event or a series of related events shall be addressed
in one complaint. Complainants shall not file separate or serial complaints arising
from any event or series of events that have been or could have been addressed in
a previous Complaint. When two or more Complaints are sufficiently similar in
nature and remedy sought to permit their resolution through one proceeding, the
City may consolidate the complaints.
(2) Confidentiality.No City Official shall reveal information relating to the filing or processing
of a Complaint, except as required for the performance of Official duties. Documents
relating to a Complaint will be maintained by the City Secretary in accordance with
applicable records retention laws and are confidential,to the extent permitted by law.
(3) Notice/Timelines/Representation
a. Days,as used herein,is defined as City business days.
b. All timelines provided herein must be followed, subject only to extensions
approved in writing by the City Manager based on the individual circumstances
surrounding the review of the Complaint.
c. A Complaint must be filed with the City Secretary within six(6)months of the
date the Complainant knew, or with reasonable diligence should have known,
of the events or series of events giving rise to the Complaint.The City Secretary
shall not accept or process any Complaint that is filed more than six(6)months
after the date of the violation alleged in the Complaint. Complaints not filed
within this timeframe are barred and will be dismissed as untimely.
d. Within three(3)business days of receiving a Complaint,the City Secretary shall
provide a copy of the full Complaint to the City Official who is the subject of
the Complaint ("Respondent"), the City Attorney, the City Manager, and the
Reviewing Attorney.
e. If the City Manager is not available or is implicated, the City Secretary will
provide copies,as outlined herein.
f. The Reviewing Attorney,BOR,and/or City Council shall allow any person who
is the subject of a Complaint to designate a representative if he or she wishes
to be represented by someone else and to present evidence,according to rules
adopted by the City Council.
(4) Frivolous Complaint.
a. For purposes of this section, a"frivolous complaint"is a sworn Complaint that
is groundless and brought in bad faith or groundless and brought for the purpose
of harassment.
b. By a vote of at least two-thirds of those present, the City Council may order a
Complainant to show cause why the Complaint filed by the Complainant is not
frivolous.
c. In deciding if a Complaint is frivolous,the City Council will be guided by Rule
13 of the Texas Rules Civil Procedure,and may also consider:
Ordinance No.2022-01—Code of Conduct Page 6 of I I
34
06/14/2022 Item 3.
i. The timing of the sworn Complaint with respect to when the facts
supporting the alleged violation became known or should have become
known to the Complainant,and with respect to the date of any pending
election in which the Respondent is a candidate or is involved with a
candidacy,if any;
ii. The nature and type of any publicity surrounding the filing of the sworn
Complaint, and the degree of participation by the Complainant in
publicizing the fact that a sworn Complaint was filed;
iii. The existence and nature of any relationship between the Respondent
and the Complainant before the Complaint was filed;
iv. If Respondent is a candidate for election to office, the existence and
nature of any relationship between the Complainant and any candidate
or group opposing the Respondent;
v. Any evidence that the Complainant knew or reasonably should have
known that the allegations in the Complaint were groundless;and
vi. Anyevidence of the Complainant's motives in filing the Complaint.
d. Notice of an order to show cause shall be given to the Complainant,with a copy
to the Respondent, and shall include;
i. An explanation of why the Complaint against a Respondent appears to
be frivolous; and
ii. The date,time, and place of the hearing to be held under this section.
e. Before making a determination that a sworn Complaint against a Respondent is
frivolous,the City Council shall hold a hearing at which the Complainant may
be heard and accompanied by his or her retained counsel.
f By a record vote of at least a simple majority of those present after the hearing
under this section, the City Council may determine that a Complainant filed a
frivolous Complaint and may recommend sanctions against that Complainant.
g Before imposing a sanction for filing a frivolous Complaint, the City Council
shall consider the following factors;
i. The seriousness of the violation, including the nature, circumstances,
consequences,extent,and gravity of the violation;
i. The sanction necessary to deter future violations;and
ii . Any other matters that justice may require.
h The City Council may impose the following sanctions:
A civil penalty of not more than$500;
ii. Imposition of attorneys' fees incurred by Respondent;
ii. Any other sanction permitted by law;and/or
iv. The City Council may notify the appropriate regulatory or supervisory
agency for their appropriate action. This may include a referral for
criminal prosecution if the facts so warrant.
(5) Review of Complaint
a. Within seven (7) business days of receiving the Complaint from the City
Secretary, the Reviewing Attorney shall issue a written advisory opinion,
dismissing or referring the Complaint to the BOR
i, Dismiss the Complaint if;
L The deadline for filing a Complaint has passed;
2. The accused is not subject to the Code;
3. The conduct alleged is not regulated under the Code;
4. The Complaint is not completed as defined herein or signed and
sworn to by the person filing the Complaint in the form of an
affidavit; or
Ordinance No. 022-01—Code of Conduct Page 7 of 11
35
06/14/2022 Item 3.
5. The person who is the subject of the Complaint had obtained a
waiver permitting the conduct.
ii. Dismissal of a Complaint under this provision is final and non-appealable.
iii. If the Reviewing Attorney dismisses the Complaint, the Reviewing
Attorney shall forward a copy of the dismissal to the Complainant,
Respondent, City Council, and the Board on which the Respondent is a
member, if applicable.
b. If the Reviewing Attorney does not dismiss the Complaint,as provided herein,the
Reviewing Attorney shall refer the Complaint and the advisory opinion to the
BOR for review under this provision. The Reviewing Attorney's referral of the
Complaint and advisory opinion to the BOR does not mean that any of the
allegations of the Complaint are true or false or that any current City Official has
or has not violated the Code.
c. If the Complaint is referred to the BOR for review,the Reviewing Attorney shall
also copy his or her advisory opinion to the Complainant, the City Manager, and
the City Attorney within seven(7)business days of receipt of the Complaint.For
Complaints not dismissed by the Reviewing Attorney, and subsequently referred
to the BOR,the notice to the Respondent will include notice of the Respondent's
option to file a written response to the advisory opinion with the City Secretary
within seven (7) business days of receipt of the opinion from the Reviewing
Attorney. The City Secretary will forward the Respondent's written response to
the BOR with the Complaint and the Reviewing Attorney's advisory opinion.
(6) Board of Review Process.
a. The BOR shall meet within forty-five(45)days of receiving a referral of a Complaint
from the Reviewing Attorney, unless extended by the City Council. The BOR will.
review the Complaint,the Reviewing Attorney's advisory opinion, the Respondent's
response (if any), and applicable City policies, ordinances, and/or other related
information(the"BOR Record").
b. The BOR may dismiss a Complaint as provided below or, if not dismissed, refer
the Complaint to the City Council for consideration as outlined herein.
(7) The BOR Review and City Council Review/Hearing
a. The BOR may dismiss a Complaint if:
i. The alleged violation is a minor or de minimis violation;
ii. The Complaint is, on its face, frivolous, groundless, or brought for
purposes of harassment;
iii. The matter has become moot because the Respondent is no Ionger an
elected official or Administrative Board or Advisory Board member;
or
iv. The Respondent came into voluntary compliance.
c. The determination regarding whether a complaint is frivolous and subject to
sanctions will be addressed by the City Council as outlined in Section 8(G)(3)
herein.
d. The BOR will conduct its review of a Complaint not dismissed pursuant to
paragraph 3.a.i. of this section at meetings which are open to the public.
e. The rules shall require the dismissal and the reason for dismissal to be submitted
by the BOR in writing and available to the public within forty-five (45) days of
considering the Complaint under paragraph 4.b.above,unless extended by the City
Council.A dismissal under this provision by the BOR is final and non-appealable.
f If the BOR does not dismiss the Complaint,the BOR will refer the Complaint,BOR
Record to the City Council within forty-five(45)business days of considering the
Complaint, unless extended by the City Council.
Ordinance No.2022-01—Code of Conduct. Page 8 of 11
36
06/14/2022 Item 3.
(7) City Council Review/Hearing
a. Not later than 15 business days after the BOR forwards a Complaint to the City
Council for consideration, or 15 business days after the BOR's deadline to issue a
decision, the City Secretary shall notify in writing the City Council, the
Complainant and the Respondent of the date, time and location of a hearing on the
Complaint.Such written notice shall be sent to the Complainant and the Respondent
by email, mail, and/or certified mail,return receipt requested. If the hearing is not
held within 45 business days after receipt of the Complaint,the City Secretary shall
notify both the Complainant and the Respondent of the reasons for the delay.
b. All hearings shall be conducted in accordance with the Texas Open Meetings Act,
Tex. Government Code Chapter 551.The City Council shall have the right to hold
the hearing in open or closed session as permitted by applicable laws and
regulations. Additionally, the City Council shall establish time limits and other
rules of procedure for a hearing and relating to the participation of any person in
the hearing. Subject to the rules of procedure established by the City Council for
the hearing:
i. Both the Complainant and the Respondent shall have the right to a full and
complete hearing with the opportunity to call witnesses and present
evidence on his/her behalf.
ii. All proceedings of the hearing shall be recorded by audio recording if a
court reporter is not used,or reduced to writing by a court reporter if present
for the hearing. If a court reporter is not used,the audio recording shall be
filed with the City Secretary within such time as specified by the City
Council. If a court reporter is used, the court reporter's transcript of the
hearing shall be filed with the City Secretary within such time as is
specified by the City Council.
ii.i. The procedures established by the City Council shall allow the
Complainant and the Respondent sufficient time to examine and respond.
to any evidence not presented to them in advance of the hearing.
iv. The rules shall require the City Council to schedule the hearing at a time
that is reasonably convenient to both the person who submitted the
Complaint and the subject of the Complaint.
g. The City Council shall consider the BOR Record,the Complaint,the Respondent's
response (if any), and the advisory opinion of the Reviewing Attorney, and
evidence submitted in the course of the hearing. The final action, decision, or vote
of the council with regard to the Complaint shall be taken or made only in a meeting
that is open to the public. The City Council shall base its finding of whether a
violation occurred on a preponderance of the evidence. Only members of the City
Council present for the hearing may participate in its decision.
h. The City Council shall consider, when it makes findings and recommendations,
the severity of offense; the presence or absence of any intention to conceal,
deceive, or mislead; whether the violation was deliberate, negligent, or
inadvertent; and whether the incident was isolated or part of a pattern.
The City Council shall dismiss a Complaint if the Complainant does not appear at
the hearing and if, in the opinion of the City Council, it would be unfair to the
Respondent to proceed without the Respondent having the opportunity to question
and address the issues raised in the Complaint.
j. A City Council member may not participate in the Complaint review process and/or
hearing if the member is the subject of the Complaint or is the Complainant, or if
the Respondent or Complainant is related to the City Council member within a
prohibited level of affinity or consanguinity.
Ordinance No.2022-0 1 —Code of Conduct Page 9 of 11
37
06/14/2022 Item 3.
k. The decision of the City Council is final and non-appealable.
(H) Findings/Consequences
(I) City Officials deemed to be in violation of the Code are subject to consequences,including
but not limited to the following:
a Censure ,- If the violation did not involve a matter of public concern and the City
Council finds that a violation of this Code occurred,the City Council may issue a
censure of the City Official, to the extent permitted by law.
b. Letter of Notification —The City Council may issue a letter of notification if the
City Council finds that a violation of this Code was clearly unintentional. A letter
of notification must advise the City Official of any steps to be taken to avoid future
violations.
c. Letter of Admonition —The City Council may issue a letter of admonition if the
City Council finds that a violation of this Code was minor, but where the
circumstances call for a more substantial response than a letter of notification.
d. Reprimand—To the extent permitted by law, City Council may issue a reprimand
if the City Council finds that a violation of this Code was not minor and was
committed intentionally or through reckless disregard.
e. Removal from Leadership Position—In addition to,or in place of,the consequences
outlined above, the City Council may remove a City Official from any leadership
position held by that City Official as a member of the body in which the City
Official serves.
f. Removal from Administrative Boards and Advisory Boards—In addition to, or in
place of, the consequences outlined above, the City Council may remove an
appointed City Official from Administrative Boards and Advisory Boards.
Section 9. Other Obligations
This Code is cumulative of, and supplemental to, applicable state and federal laws and regulations.
Compliance with the provisions of this Code shall not excuse or relieve any person from any obligation
imposed by state or federal law regarding conduct, financial reporting, lobbying activities, or any other
issue addressed herein.
Even if a City Official is not prohibited from taking official action by this Code,action may be prohibited
by duly promulgated personnel rules,which may be more stringent.
Section 10. Effective Date
This Code shall take effect on January, I 1,2022,following its adoption and publication as required by law
(the"Effective Date").
Section 11. Distribution and Training
(A) Every person shall be provided reasonable opportunity to review this Code as a condition of their
candidacy and/or application to be a City Official.At the time of application for a position of City
Official,every applicant shall be furnished with a copy of this Code.
(B) Individuals seated as City Officials on the Effective Date of this Ordinance shall be bound by it
and shall sign a written acknowledgement of receipt and understanding of this Code within 30 days
of the Effective Date.All City Officials elected,appointed or retained following the Effective Date
of this Code shall sign a written acknowledgement of receipt and understanding of this Code before
Ordinance No.2022-01—Code of Conduct Page 10 of 11
38
06/14/2022 Item 3.
performing any of the duties or functions of the City Official's position.
(C) The City Attorney or City Manager as designated by the City Council shall develop educational
materials and conduct educational programs for the City Officials on the provisions of this Code,
the City Charter,and Chapters 171 and 176 of the Texas Local Government Code.Such materials
and programs shall be designed to maximize understanding of the obligations imposed by these
conduct laws.
Section 12. Severabitit3r
If any provision of this Code is found by a court of competent jurisdiction to be invalid or unconstitutional,
or if the application of this Code to any person or circumstances is found to be invalid or unconstitutional,
such invalidity or unconstitutionality shall not affect the other provisions or applications of this Code which
can be given effect without the invalid or unconstitutional provision or application.
DULY PASSED AND APPROVED BY THE CITY COUNCIL OF THE CITY OF WYLIE,
TEXAS,on this`llth clay of January,2022.
r
atthew Porter,Mayor
ATTESTED ANT) 4`1
CORRECTLY REC ED CV {tv.-�_" y-v'' ,"` `y,
�- {
Stephanie Storm `,`f , k, �.l
il
606TA IERAli{{f'•
•
ilia
44.4TE OF It*
Date of publication in The Wylie News-January 19,2022
I
Ordinance No.2022-01-Code of Conduct Page 11 of II
39
06/14/2022 Item 3.
°Me,17m ioiniAiiii t'U+nir ° Mui°hh!d Ml rL1C0r Tiic Pnitcelcut I1crold • 1.atich,4. ticw, • IRE Waif NEWS
media
STATE OF TEXAS
COUNTY OF COLLIN
Before me,the undersigned authority,on this day personally appeared Chad Engbrock,
publisher of C & S Media, dba.The Wylie News, a newspaper regularly published in
Collin County, Texas and having general circulation in Collin County, Texas, and being
in compliance with Section 2051.044,Texas Government Code(a); (1), (2), (3)and(4),
who being by me duly sworn, deposed and says that the foregoing attached:
City of Wylie
Legal Notice—Ordinance No.2022-01 & Ordinance No. 2021-55
was published in said newspaper on the following date(s),to-wit:
January 19,2022
Chad Engbrock, Publisher
Subscribed and sworn before me on this, the 20th day of January,2022, to certify which
witness my hand and seal of office.
jiJ ,4 Ad
Notary Fublifor
m SarIIA A pti1GGAN The State of s
r 0 0., ,,, 5.?Y 4d 126(1463a3
p,ly Gommissiora Expires
r August 2i�z My commission expires Q8/1.212024y
'\1urpit ,,i�e.ltk 11'�li. Otia.. I i0 N.ti illr,1•FF,0 1lttx 369.VIic.'I`N-7,i1<i* •972-431 SL tax 972 142-41IR
I°„irnrm IOiL'14iru:ot,,ti(:x iicsr• IN `.mi,in•vC),11,'c-112•F arrrtc-ty.01,,1'ti 7 r1..t2•'t72-78-4. (I,Vi7i •(ria 972"7'2=702',
40
06/14/2022 Item 3.
January 19.20,2022 3C
Ordinance
No.2021.55
An Ordinance Of The
City Of Wylie, Texas,
Amending Chapter 110
(Traffic And Vehicles)
Of Article; Vi. (Stop-
ping, Standing, And,
Parking) Of Section
110-173 (Stopping,
Standing, Or Parking
Prohibited In. Certain
Places) Of The Wylie1
Code Of Ordinances; 1 CITY OF WYLIE
Creating Section 110-
173 (G) Prohibiting Ordinance
The Stopping, Stand-; No.'2022-01
ing; Or Parking Of
A.Vehicle Along The An Ordinance Of The
North Side Of Cloud- City Of Wylie, Texas,
croft Dr.:From S.Bal- Repealing Ordinance
lard Ave. East To The No, 2014-19, Creating
West Property Line Of A Code Of Conduct;.
115 Cloudcroft (Ap- Providing For A Pen-
proximately 582 Feet) alty For The Violation
And The South Side Of Of This Ordinance;
Cloudcroft Dr,From S. Providing For Re-
Ballard Ave. East To Pealing, Savings; And
The Point Of Intersec- Severability Clauses;
tion With.Vail Ln.(Ap Providing For An Ef-
proximately 560 Feet) festive Date Of This
And On Both Sides Of Ordinance And Pro-
Stoneybrook Dr.From' viding For The Publi-
S. Ballard Aver West cation Of The Caption
To The Point Of Inter Hereof.
section With Willow
Way (Approximately
360 Feet) During
Those Times Set Forth
In This Ordinance; Es-
tablishing An Offense;
Providing For A Pen-
alty For The Violation
Of This Ordinance;
Providing For Re-
pealing, Savings And
Severability Clauses;
Providing For An Ef-
fective !1 ate.Of This
Ordinance; And Pro-
viding For The Publi-
cation Of The Caption
Hereof.
38-14-8611 I
41
06/14/2022 Item 4.
Wylie City Council
CITY OF
AGENDA REPORT
Department: Finance Account Code: See Exhibit A
Prepared By: Melissa Beard
Subject
Consider, and act upon, Ordinance No. 2022-47 amending Ordinance No. 2021-43, which established the budget for fiscal
ear 2021-2022;providing for repealing,savings and severability clauses;and providing for an effective date of this ordinance.
Recommendation
Motion to approve Item as presented.
Discussion
Fuel costs continue to increase. The FY 22 budget fuel cost was based on the price of gas and diesel a year ago. The cost has
increased approximately$2 per gallon since June of 2021. This is having an impact for the departments that are dependent on
using vehicles for their daily activities. 80%of the General Fund increase is due to Public Safety.
General Fund expenditures will increase $100,000 and the Fund Balance will decrease the same amount.
4B Sales Tax Fund expenditures will increase$3,300 and the Fund Balance will decrease the same amount.
Utility Fund expenditures will increase $17,000 and the Fund Balance will decrease the same amount.
42
06/14/2022 Item 4.
ORDINANCE NO. 2022-47
AN ORDINANCE OF THE CITY OF WYLIE,TEXAS,AMENDING ORDINANCE
NO. 2021-43, WHICH ESTABLISHED THE BUDGET FOR FISCAL YEAR 2021-
2022; REPEALING ALL CONFLICTING ORDINANCES; PROVIDING FOR A
SEVERABILITY CLAUSE; AND PROVIDING FOR AN EFFECTIVE DATE.
WHEREAS,the City Council heretofore adopted Ordinance No. 2021-43 setting forth the Budget for
Fiscal Year 2021-2022 beginning October 1,2021,and ending September 30, 2022; and,
WHEREAS, the City Departments and Divisions routinely review their budget appropriations to
determine if any changes are necessary; and
WHEREAS,based upon said review the City staff now recommends that certain amendments to the
Budget be considered by the City Council; see Exhibit A; and,
WHEREAS,the City Council has the authority to make amendments to the City Budget under Article
VII, Section 4 of the City Charter, as well as State law; and,
WHEREAS, the City Council has determined that the proposed amendments to the FY 2021-2022
Budget; see Exhibit A, with the revenues and expenditures therein contained, is in the best interest of the
City; and therefore, desires to adopt the same by formal action.
NOW, THEREFORE, BE IT ORDAINED BY THE GOVERNING BODY OF THE CITY OF
WYLIE, TEXAS:
SECTION I: The proposed amendments to the FY 2021-2022 Budget of the City of Wylie;
Exhibit A, as heretofore adopted by Ordinance No. 2022-47, are completely adopted and approved as
amendments to the said FY 2021-2022 Budget.
SECTION II: All portions of the existing FY 2021-2022 Budget and Ordinance No. 2021-43,
except as specifically herein amended, shall remain in full force and effect, and not be otherwise affected
by the adoption of the amendatory ordinance.
SECTION III: Should any paragraph, sentence, sub-division, clause, phrase or section of this
ordinance be adjudged or held to be unconstitutional,illegal or invalid,the same shall not affect the validity
of this ordinance as a whole or any part or provision thereof, other than the part or parts as declared to be
invalid,illegal, or unconstitutional.
SECTION IV: This ordinance shall be in full force and effect from and after its adoption by the
City Council and publication of its caption as the law and the City Charter provide in such cases.
SECTION V: That all other ordinances and code provisions in conflict herewith are hereby
repealed to the extent of any such conflict or inconsistency and all other provisions of the Wylie City Code
not in conflict herewith shall remain in full force and effect.
SECTION VI: The repeal of any ordinance, or parts thereof,by the enactment of the Ordinance,
shall not be construed as abandoning any action now pending under or by virtue of such ordinance; nor
shall it have the effect of discontinuing, abating, modifying or altering any penalty accruing or to accrue,
Ordinance No. 2022-47—Budget Amendment—Fuel Page 1 of 2
43
06/14/2022 Item 4.
nor as affecting any rights of the municipality under any section or provision of any ordinances at the time
of passage of this ordinance.
DULY PASSED AND APPROVED by the City Council of the City of Wylie, Texas, this 14th
day of June,2022.
Matthew Porter,Mayor
ATTEST:
Stephanie Storm, City Secretary
Ordinance No. 2022-47—Budget Amendment—Fuel Page 2 of 2
44
06/14/2022 Item 4.
Budget Amendment Exhibit A
Increase to Fuel Budget
Fund Department Account Number Account Description Debit Credit
100 5112 52310 Fuel and Lubricants 15,000.00
100 5411 52310 Fuel and Lubricants 5,000.00
100 5211 52310 Fuel and Lubricants 36,000.00
100 5231 52310 Fuel and Lubricants 44,000.00
General Fund Total 100,000.00
112 5614 52310 Fuel and Lubricants 3,300.00
4B Sales Tax Total 3,300.00
611 5712 52310 Fuel and Lubricants 12,000.00
611 5714 52310 Fuel and Lubricants 5,000.00
Utility Fund Total 17,000.00
120,300.00 0.00
45
n61/*12ouo Item 5.
VAI
� . x����~- Council
r � Wylie ���K� ����K�������
c|TY (�� � �
AGENDA
������ ����������p�x
��&��������� �����& ��6�����'���RT
Department: Purchasing Account Code: 473-5473-58570
Prepared By: Glenna Hayes
� Subject
Consider, and act upon, the award ofa professional services project order(P5P0)#W2O22-85'BK/rtbeWvUeBiotoricArea
Drainage Master Plan to 8uk{'ZoUurs, Inc. in the amount o[$|97,000.00 and authorizing the City Manager {o execute any
ccoomarydocurucn1a.
� Recommendation �
�
| odouto approve Item oopresented.
� Diocomnimm
The City of Wylie has gone through tremendous growth in the last few decades. In keeping up with continuous development
and redevelopment, the revitalization of downtown and older neighborhoods continues to be a priority for the community. To
reinforce this, the City passed u 2021 Bond Program that partially outlined funding specifically to improve the historic areas
of the City.
The tack nf drainage infrastructure reflects YVy|ie`x historical roots. To address these concerns, City staff would like \obegin
to develop a comprehensive plan to address critical drainage problems, as well as to provide an effective tool to manage future
development. The goal mf this project ixtoprovidooucvaivahouofoxiodogdraioogrcondidooa1b,oughout the area identified
by developing an uoourutc and current understanding of the City`s drainage infrastructure and potential no)udou* to both
existing and future issues. The project includes an inventory of existing systems, identifying problem area, and generating
list of future Capital Improvement Projects(including costs and funding mechanisms,outlined to address system deficiencies).
Staff recommends the award of this 939O to lfudt'ZoUuru, Inc. as the most qualified fion to provide professional and
consulting services for the Wylie Historic Area Drainage Master Plan. This P3P0 is issued under Master Agreement for
9oofeaaiouui and Eugiuccdug Scn/icce (M/\PES) #VV2021'8'E. Staff has determined Huitt'ZoUa/e, Inc. to be the most
qualified firm for this project in Category K — Hydraulics, Dydrologv/F|ondvvuy services, in accordance with (}ovcrunucn1
Cndn2254.
06/14/2022 Item 5.
SUMMARY
PROFESSIONAL SERVICES
PROJECT
CITY COUNCIL AGENDA
INC.
c
HUTT
OF WYLIE and
RAIIONRA-DZG°EERLMLA(PARSSPST7E)
BETWEEN THE CITYR PLAN
#W2022-85-E
WYLIE HISTORIC DOWNTOWN AREA D
Project Services:
plan
for the
City's
Historic ,TX
Wylie,of a master drainage
t and Stone Road,Wyl
• Preparation
East Brown Street
78, between
working
State Highway
consecutive days.
Area located primarily along
South
• Approximate
.. •t ,44 ,k 44'
Time to Complete: 103
dti
I
„ti 1
,
'*\ s. * ,No
' 1 ''''‘ 4,4414: 44 i
th ,, 1 Ihtlia )igii.*
h4thph ho, *04 * 1 *4„,,41 14 '$'' ' '
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B own st 004p iob 4 4,111.t‘t'''' ` o
o , ' Brow" —'
r th .10,44,41h ', thithe‘' hr'''''''' thitio;• ‘','.' r''', - '''' , , ,, '4 h ''41„ , 44 ,,,7 4:,,i
tap,
4 I.
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It., `"v °',''V'* ,''. ;• -4,1' tr'*'*,.v te,4,, V"v4v11,1, ' ,', 44 A 44t, 4,4''44; ' 4 ''4 A *4 4 i 447* # *4
o , ' , a o o o o ' o' '
, , , ;, s,,,,..„,,t,t4,'41 44",4: , , *
li,%04, At 0,4 :,1$4a#4.4'44r''' A 1 **44' !I*4 * 4 *$4*4444,*4,4 ,44' , 4 4 4 1 ie 41,4 ‘,,,i
14
..,, ".,,r.,:!,,1,-* 44? t .**;itt ; ''' t ,11 ,„ ,,,,,,,,'' ' tt4tli:,,...'"It "',1,"
-.4.,-"t„°.`,',' ‘44,s,,,,,;,;,;.;;; co * A * ‘$ $ 4`.4'' '''',4' !'3*,447'40.4*4,!4'#44 44' .4 %,„ ,, ,., 1,,,,, r•fir, N'
„,,4444, ,444-1,44viv4;' **- 4 , ,, ‘ *,44.0,N•kViiir V1.10 ,1",',1V
-I
,:f:,,,„,„,', i
ii‘k00 ., t,I. 'ii,,, ''s' .r ,.' t.„,,,„ ,,, , i, Pr 'i
1,0,, , , 1# )1' '', s A ''-
,,,44,.,4 i, 4 „A.4011"
47
06/14/2022 Item 5.
Project Description:
Firm will perform the following services for the City:
• Area survey assessment to identify supplemental field survey needs.
• Data collection (including field visits)to develop a detailed understanding of the project site,
existing conditions and design constraints.
• Model development utilizing modeling software for stormwater modeling. Model simulation
outputs will be reviewed and accessed, including an independent quality control review of the
model.
• Prepare a draft and final version of the Drainage Master Plan for the study area; including a
summary of the existing stormwater collection system, assessment of existing system
performance, system deficiencies, improvement recommendations, and planning-level
construction costs for recommendations.
• Preliminary concept improvement recommendations will be reviewed and discussed with City
staff, and selected improvements will be modeled in detail.
• Deliverables:
o Draft Master Drainage Plan
o Final Drainage Plan
o Final Existing and Proposed XPSWMM Models.
[END OF SECTION]
48
06/14/2022 Item WS9.
Wylie City Council
CITY OF
AGENDA REPORT
Department: Planning Account Code:
Prepared By: Jasen Haskins,AICP
Subject
IDiscuss the completed draft Comprehensive Master Plan -Joint with Planning and Zoning Commission and Comprehensive
'lan Advisory Committee.
Recommendation
Discussion and feedback.
Discussion
With the work of the Council appointed Comprehensive Plan Advisory Committee (CPAC), staff from the City, and Freese
and Nichols,the draft Comp Plan, started roughly a year ago in mid-2021,is complete.
With the draft complete,CPAC voted unanimously on May 19,2022,to recommend to the City Council approval of the plan.
With that recommendation, staff and the CPAC Chair are soliciting feedback from the P&Z Commission and City Council
regarding the Plan.
A presentation is attached outlining the plan process and public involvement, plan conclusions and recommendations, and
future work and goals to implement the plan.
Any consensus feedback during the work session discussion may be implemented into the plan prior to the scheduled public
hearings on July 5th, in which P&Z will make a recommendation to City Council, and on July 26th, in which Council could
formally adopt the Plan.
49
06/14/2022 Item WS9.
d ?J aNF ti'�,,,,, wg " ww PR r"W° f�:M"" ,.. ' nNdA
�, ,,,wti.wM^f ' . Y�w k' M, „ M �? II„Pw.° r
aWr ax, d'"'a a"R,rp''' ,m.
w ` ,,
E
w y L I
Ya`I
o t t1a, tl,
u �°IV
,v
t "
M1v
I IV
Comprehensive
2022 Plan
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Date Meeting/Event
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06/14/2022 Item WS1
Plan Outline and Scope
Chapter 1 introduction
Context, Purpose, Input Process, Goals
Chapter 2 Capl 111 u n'ity Snapshot Historic Trends, Population Growth,
Demographic Profile
Chapter 3 Housia g LL d Housing Quality, Attainability,
ra 4 n Neiggivorii00 s
Residential Options, Housing Strategies
Chapter 4 Lad Us Desi Existing Land Use, Future Land Use,
e arid 9n
Population Projections, Design Strategies
Chapter 5 Trarlsportatiori
Thoroughfare Plan, Trends
Alternatives
Implementation Matrix,
Chapter 6 implmentation
Metrics
- 57' - -
06/14/2022 Item WS1
Future Land Use Map
Helps guide decisions, such as :
a Infrastructure investments Future Land Use Map vs. Zoning
a Capital improvement planning The FLU Map is the vision ;
• Rezonings - but it is not the zoning is the regulations to
zoning map
achieve that vision
Intended to be flexible and
kept up-to-date
8
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*II, vessesseeseesseeseeseeseeseeseeseeseeseeseeseeseeseeseeseeseeseeseeseeseeseeseeseeseeseeseeseeseeseeseeseeseese a.,, 06/14/2022 Item WS1.
Local Commercial �; ,, ,,:
Main Purpose: Provide small-scale commercial, °•• • �,''
retail,and office uses that are compatible with H ,�"
�".;.,
and serve adjacent neighborhoods. �Ai'°n� "„,,�,,. "" °t:°°:'�',,.,,,1�',:�;;o.,;`;�,.o„�'�, �,e;.
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Secondary Purpose: None. 'x .°^ ' w,�.. ,,:: " ''''" ,,' Ni4iArk',‘%'\, ;,,4t4lA't4t4M14*,
4`
Each FLU category
Characteristics:Single-story nonresidential uses x
�+ that often serve as a buffer between ; q ' ,,c1$41.1,,,tk.,:1‘,!!!!,:,ft:4411,!1\i'\!!!
'"
• neighborhoods and more intense uses. I"•t °,� ,,,.
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has an example , . „
photo, main purpose, _
x a • ,",
secondary purpose , „ _ ����m� _ _ _ _ 'A
Regional Commercial Are
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I
Main Purpose: Provide:areas to allow fora broad ran e of commercial,retail,and office g nI
t a dtypical
p • uses oriented toward major roadways. 1 ,,.,g.,•••, ;' °�u`a0 ":.' ' `, ,
J Y ,� �•a 0"gip rx r ,,, "444.4 ,,r
�^* Secondary Purpose: Heavy commercial or light s '
K a ra cte r st s industrial uses may be a ?praPria c de rudin $r r, " � `
k.
on compatibility with surrounding uses. ' R ''«.,;• ` „ 0. " .; p
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tie
Characteristics:Single-or multi-story '_ :` t«,z ,-x m 1 *k'.".1-�. , '
nonresidential uses that maximize major
roadway frontage and intersection traffic and '. �t '.
ii
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06/14/2022 Item WS9.
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1 1
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06/14/2022 Item WS1.
Housing Go
Goal H2. Encourage
Goal Hi. Preserve Wylie's compatible infill and Goal H3. Support various
existing neighborhoods. redevelopment in aging attainable housing options.
neighborhoods.
Goal H5. Incorporate
Goal H4. Allow a variety of amenities and design
housing types and choices. features in future
developments to encourage
high-quality neighborhoods.
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06/14/2022 Item WS9.
Land Goals
Goal LU1. Use the FLU map Goal LU2. Promote Wylie's Goal LU3. Strengthen
and strategies contained sense of community Downtown Wylie as a
within this comprehensive identity and small-town vibrant and welcoming
plan when making
development decisions. charm. destination.
Goal LU4. Support a Goal LUS. Leverage the Goal LU6. Protect and
resilient local economy and lakefront as a unique and conserve environmentally
plan for well-designed desirable destination. sensitive areas.
commercial development.
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06/14/2022 Item WS1.
Transportation Goals
Goal T2. Promote mobility,
Goal T3. Continue regional
Goal Ti. Plan for safe and access, and connectivity communications for a
efficient transportation throw hout the coordinated transportation
infrastructure. g network and efficient use
community.
of resources.
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06/14/2022 Item WS9.
Implementation Strategy
• Summary of all the plan 's 57 strategies
• Intended to serve as a "to-do" checklist for the City
• 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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06/14/2022 Item WS1,
Implementation Estimated Implementation
Timeframe Cost Range Tool(s)
Timeline(Years) Approx. Primary
Goals and Strategies
0-5 6-10 11-20 Cost Mechanism(s)
Plan Chapter
Goal 1-11, Preserve Wylie's existing neighborhoods.
Performance Measures:
L.Pcjend for Appwdrnate
Goal Statement and _Number of sidewalk repairs completed annually per capita
Ranges
-Number of clean-up days scheduled
Metrics to Measure -- _Length of time to resolve code enforcement issues
$=<S100,000
-Number of aesthetic improvement features installed
Performance $$=$100,000-5500,000
Strategy Hla.Continue proactive code enforcement efforts and identify • $-$$ Code
resources available to residents who may need assistance addressing enforcement; $$$=$500,000+
violations. City program
• Continue current efforts;
• Partner with volunteer organizations to assist with minor
repairs and violations;and
• Consider a grant to assist with larger repairs.
Strategy Summary -- Strategy Hlb. Develop and implement neighborhood enhancement
• $ City partnership;
programs and initiatives to help facilitate and improve neighborhood City website
quality. update;City
• Coordinate with nonprofits to schedule clean-up days; program
• Create a City webpage to outline steps to organize a
volunteer event;and
• Consider a "yard of the month" program.
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06/14/2022 Item WS9.
Notable C Since 2012
• Removing completed objectives
• Removing objectives that are no longer relevant
• continuing core objectives
• Adding objectives for controlled growth and future realities
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06/14/2022 Item WS9.
Next Steps
is FNI to make any revisions based on tonight's discussion
2 . Public hearing with P&Z to consider recommendation
on July 5
3 . Public hearing with council to consider adoption on
July26
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WYLIE
2022 Comprehensive Plan
Growing Together, Building CTotninunity
71
06/14/2022 Item WS9.
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o611412ooz Item W3/.
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_ ��l��
� ' | |�� �����o�N� �M ���l��
City Council
Matthew Porter, Mayor
Jeff Forrester, Mayor Pro Tern
David R. Duke, Place 1
Dave Strang, Place
Scott Williams, Place 4
TimothyT. VVaUio' Place 5
Garrett Mize, Place 6
Planning and Zoning COrnrniSSiOn
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 Ken Kocnn
Eugene Hauptmann'Vice-Chair Jared Larew
Matt Atkins Jacques Loraine III
Jon Bailey Jeremy Meier
James Byrne Kim Mullis
Joe Chandler Todd Pickens
Jason Greiner Mathew Soto
City Staff
Brent Parker, City Manager
Renae (}||ie'Assistant City Manager
Jasen Haskins, 4|CP' Planning Manager
Kevin Molina, Senior Planner
Mary Bradley,Administrative Assistant ||
ConsulLant - Freese and Nichols, Inc.
Daniel Harrison,A|CP
Erica Craycroft.A|CP
6/27/2022 DRAFT iii
06/14/2022 Item WS9.
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o611412ooz Item W3/.
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Contents
nf f
�����s
Chapter 1: Plan Introduction 1 Chapter 5: Transportation 64
Purpose 1 Introduction 64
Legal Basis for Planning 2 Existing & Future Level of Service(L0S) 65
How isa Comprehensive Plan Used? 2 2018 Thoroughfare Plan 67
Local Plans 4 Transportation Goals&Strategies 71
Regional Transportation Plan 6 Chapter 6: Implementation 77
Community Engagement Process 8
Introduction 77
Chapter2: Community Snapshot 9 Phased Implementation 78
Introduction 9 Methods ofImplementation 78
Regional Relationship 10 Plan Updates 78
Historical Context 12 Implementation Matrix 79
Demographic Profile 13 Appendix: Community iL Input 90
Physical Constraints 20
Chapter 3: Housing & Neighborhoods
24
Introduction 24
Existing Housing & Neighborhood Characteristics 25
Housing & Neighborhoods Goals&Strategies 30
Chapter 4 Land [1 �� Design 37
�� �r � �n~ �� �� ��n
Introduction 37
Existing Land Use&Characteristics 38
Future Land Use 40
Population Projections& Ultimate Capacity 47
Land Uso& Design Goals&Strategies 48
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PunDose • Management of growth, development,
and redevelopment in an orderly
There are two interrelated focuses of a manner,
comprehensive plan: (1) it allows the citizens of • Cost-effective public investments, and
a community to create a shared vision of what • A rational and reasonable basis for
they desire for their community, and (2) it making decisions about the community.
establishes ways in which a community can
effectively realize that vision. The Wylie A comprehensive plan is not a zoning
Comprehensive Plan tells the story of who Wylie ordinance, but rather a high-level tool utilized
is and what it wishes to become as it grows and by the City to make development decisions. As
redevelops. The City of Wylie is at an opportune new development applications, zoning requests,
crossroad for a new and exciting period in its and other development decisions are made, a
history. Although the City has seen rapid growth comprehensive plan helps to safeguard
in the past couple of decades, demographic coordinated growth. Determining what land
trends in Wylie and the Dallas-Fort Worth uses are appropriate within Wylie and where
Metroplex forecast the City for continued such land uses should be located helps to
growth in the decades to come. As a result, this protect the integrity of the City's
update to the City's previous comprehensive neighborhoods, corridors, and natural assets.
plan is meant to be a proactive way for the Ultimately, synchronized land use patterns help
community to identify a unified vision for the to protect private property by maintaining and
City in anticipation for current and future growth enhancing value and protecting property from
trends. incompatible uses.
A city's comprehensive plan is well-defined as a The Wylie Comprehensive Plan examines
long-range planning tool that is intended to be realities of existing conditions, demographic
used by its staff, councils, boards, and residents implications, areas of growth potential and
to guide the community's physical development strategies for improving quality of life. The plan
for 10-20 years. The purpose of a focuses not only on the physical development
comprehensive plan is to serve as a living, of the city, but also the overall goals to become
flexible guide for both current and future a more livable and economically vibrant
decision-makers. The primary intentions of a community. While the plan is visionary and
comprehensive plan include the following: outlines citizens' desires, it is also measurable
by employing implementation-focused
• Efficient delivery of public services, recommendations.
• Coordination of public and private
investment, With significant development pressures,Wylie is
• Minimization of potential conflicts on course for continued growth and
between land uses, improvements in the decades to come. The
Wylie Comprehensive Plan anticipates change
Chapter 1: Plan Introduction 5/27/2022 DRAFT 1
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06/14/2022 Item WS9.
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and proactively addresses major issues, defining How is a Cornpreaerisive P an
goals and actions that will help to shape the
City. This vision process can help minimizeUsed?
conflicts in decision-making, which saves time,
This section describes the various mechanisms
money, and resources. This plan will lay the
foundation for future improvements and priority used by cities that transform a plan from a
action items. document to a tool. These mechanisms fall into
the three basic categories: regulatory
ordinances,financing mechanisms, and city
C a � 3asis for P a ri i k g procedures.
A city's comprehensive plan can be defined as a
long-range planning tool that is intended to be Regulatory Ordinances
used by citizens, decision-makers, and City staff
to guide the growth and physical development Subdivision Regulations
of a community for long periods of time. The Subdivision regulations direct the division of
State of Texas has established laws with regard land into individual lots or parcels prior to
to the way in which incorporated communities development, and control the design and
can ensure the health, safety, and welfare of construction of subdivisions, streets, and
their citizens through a comprehensive plan. easements. Subdivision regulations apply both
More specifically, the law states: within a city's limits and extraterritorial
"The governing body of a municipality jurisdiction (ETJ).
may adopt a comprehensive plan for Zoning Ordinances
the long-range development of the
municipality... A municipality may Zoning regulations are applicable within a city's
define the relationship between a limits and can affect land use integration (mixes
comprehensive p/an and development of uses and lot sizes), site and building design
regulations and may provide standards standards, and required amenities for various
for determining the consistency types of development. Zoning regulations are
required between a p/an and not applicable within a city's ETJ.
development regulations."
-Texas Local Government Code, Chapter 213 Financial Mechanisms
Capital Improvements
0,,, * Capital improvement funding supports
comprehensive plan recommendations that will
4 � 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.
��
401 � �� Annual Budget
�4``s3
t
,' s b`m a s
tt The annual budget(or "general fund") supports
comprehensive plan recommendations that are
M.
2 5/27/2022 DRAFT Chapter 1: Plan Introduction
78
06/14/2022 Item WS9.
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not capital improvements. This funding typically Development Review
supports city operations and programs.
The usual processes for reviewing and
City Procedures processing zoning amendments, development
plans, and subdivision plats provide significant
City Leadership and Staff opportunities for implementing the
Comprehensive Plan. Zoning, development and
City leadership plays a vital role in achieving the subdivision decisions should be evaluated and
vision of the Comprehensive Plan and weighed against applicable recommendations
implementing policy recommendations. City contained within the Plan. If decisions are made
leaders—such as the City Council and Economic that are inconsistent with the recommendations,
Development Corporation —use the Plan as a the Plan should be amended accordingly in
guide when making development, operational, order to ensure consistency and fairness in
and/or policy decisions. future decision-making.
City staff is also critical to the process of Engineering Studies
implementing Plan recommendations. Staff is
often the first point of contact for citizens and Some recommended policies may require more
developments and can educate the community in-depth analysis. These are typically shown with
about the visions established by the Plan. Staff the implementation mechanism. Generally,
can also proactively submit(before the proper these recommended policies involve
boards and commissions) recommended zoning environmental studies or an analysis of public
and subdivision amendments, as well as other services (water, wastewater, drainage)that may
Comprehensive Plan policy-related be needed as a city continues to develop and
recommendations that may be implemented grow in population.
through resolution or ordinance.
�_ \1\ \`\ ttaro , \,A I: : 1ION 1 ' .,4 `\
„ " , loo\ 'vt„S .. � \ �l, i t � i„,g ";�
., N ISM 1
�I sztts,fi�
!I: k i
i
' ' '''!i ' 1 i' ‘111 fi' 1 11: :' ir4 ;i i'E:111'124 ' '' 11'1,'''::':::::,:!:i:!f::'i:!, ' II'. '':: i „',,,„,„,T„,,
:,,,, 1 ,:,1: , ,',,, 1,,,,,„, ,,'',,,, ' I I° 1'i ',:''' ' ,,,li::, :,,,
' : d mwrg*g'
¢
,ak::' ::' S. '1':': -i,, '',', !::!:: i, t 0
y 9i t � ^* 14 � ��i V� d, 4. 0.,,i .,..: ,may
. Y
,. 4C 'mom �"1 . a\"a,. :4.1'aq�,
Chapter 1: Plan Introduction 5/27/2022 DRAFT 3
79
o611412ooz Item W3/.
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—oca P ans
2012 Comprehensive Master
/
P|@O
On May 8. 2O12' the City of Wylie adopted the
3012 Comprehensive K4a$e/ Man. 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 Man also takes into
consideration previous recommendations
outlined in the 2012 effort.
2019 Parks, Recreation & Open
Space Master�SfB� Plan/ 02
The 2019 Parks, Recreation & {)pen Space
Master Plan provides direction for park `
expansion, park redevelopment, and new park �, x�� I11F `
deve|opmenLto 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 ofVVv|ie'yparkAF
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
Ie
previous planning efforts made by the City.
4 5/27/2022 DRAFT Chapter 1: Plan Introduction
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06/14/2022 Item WS1.
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2021 Downtown Strategic Plan
As called for in the 2012 Comprehensive Master
Plan, the City of Wylie embarked on theDowntown
.'
creation of the 2021 Downtown Strategic Plan � ie
''
with assistance from the North Central Texas Strategic Plan
Council of Governments (NCTCOG)to guide
development and improvements in Downtown. E
Major tasks completed by NCTCOG staff
included data collection, stakeholder and public }l
s4�
involvement, and strategic plan development.
These key tasks were used to assess the existing
conditions of sidewalks, roadways, pedestrian
experience, lighting, wayfinding, and other a �`
components in Downtown Wylie. Staff createddifir
recommendations for improvements based ony : � ,µ„ ,„h41
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 s
addition to identifying future roadway
� �� `@
classifications for the existing roadway network,
new connections were identified to mot.
accommodate increased traffic volumes
•
expected to occur in the future. For example, a �' trts
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.
Chapter 1: Plan Introduction 5/27/2022 DRAFT 5
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06/14/2022 Item WS9.
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P gIona Transportafion P an
The North Central Texas Council of 17,- =1 u3, ,e a.IIi u�
Governments (NCTCOG) is a voluntary and non
binding association established to "assist local = ' ; I4"K 1
governments in planning for common needs, ' ; m
cooperating for mutual benefit, and � - s R P a I
coordinating for sound regional development." ° '
NCTCOG is the predominant regional planning ,- �� �
d*Pw. x f,f .
body in North Texas-conducting research, °
studies, and regional plans related to , ° " 7. .c �
transportation, environmental sustainability, ands
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
ICI
made on behalf of the organization as they have "'"" '`"�``� ' �``%� °" �"'�'� "
I.
the potential to affect the community.
,yam n l ,
t I
Mobility 2045, adopted in June of 2018, is —
NCTCOG's most recent transportation plan. In ' �'
addition to planning for a wide range of future I
transportation needs, Mobility 2045 provides -- - `0
projections for future population growth and a ,,
distribution. Due to Wylie's location in the DFW � z 4 ..
Metroplex, several transportation topics are ` x, ,., N}
addressed in Mobility 2045 that may potentially ...impact the City. ��r �
Mobility 2045 recommends future roadway and .,'.,,,,, ,t,,,,1 e ,, ,, �;,y„ �°.ut,e.w,
transit improvements to areas in North Texas.
—,_„,,,,..— —,
Near Wylie, additional toll road capacity has ; ". "°"
been identified starting at US-75 in Plano and 1
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 ' IAA '." ` °ot ' .o;., , i
terminating at TX-78. The growth that could �' ""``i ate.
occur with improvements to the transportation \rr: ___.-. ,:> Jo . e '
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.
6 5/27/2022 DRAFT Chapter 1: Plan Introduction
82
06/14/2022 Item WSI
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As part of Mobility 2045, NC
TCOG 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
0-4
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 °v "
this information, Wylie should continue to
prepare for potential growth in the coming
decades to ensure the type of development its
community desires.
Figure 1-1
1. County Population Comparisons
2017 2045 « , 1 -m Tl ii4ti„ 1 '�
County Increase i t � �.tf�t ,, �1, �t
*414
�7�
Population Population `' gg _ .,
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 �W
Ellis 163,695 300,954 137,25,
Hood 55,034 85,738 30,704
Hunt 87,279 134,291 47,012
G
Johnson 158,683 262,865 104,182 '
Kaufman 114,741 224,203 109,462 , ''4( —
Parker 123,181 206,813 83,632 " �
Rockwall 93,430 181,560 88,103 g` ,.
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
Chapter 1: Plan Introduction 5/27/2022 DRAFT 7
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Figure 1-2. Community Engagement Process
(7,ommunity Engagernent
Process CPAC#1
Kick of the project with the
Carnprehensive Plan Advisory
This Envision Wylie comprehensive plan is thec410 Committee(CPAC)and conduct
community's plan. The community's input los initial visioning activities
shaped the plan's recommendations and
priorities. An overview of the primary yl
i.
community engagement meetings is shown in
Figure 1-2; the full community input results are
included in the Appendix.
Community
Open House#1 Nome
Collect open-ended input from the
community
NOV
' Joint Workshop with the CPAC,Planning&
Zoning Commission,and City Council
it Review draft goals for Initial feedback and direction.
CPAC#2
Discuss potential recomimerdations related! too
to housing,special planning areas,and land
use categories
gigi
CPAC# CPAC#4
Decors potential recommendations related ? Following an online survey of the CPAC
to thefuture land use map,land rose �a,'� !,) " ' members,discuss any remaining
recommendations,astdtransportation revisions to the draft strategies and ��,,.
iita recommendations 5 ✓ maps before the open houseit01" liar ^,�,
Community
„�, ,. Open House #2 '�� ,,,
Request feedback on draft plan
recommendations from the community
. Vide
iliiiiiiiiiiii
Joint Workshop with the Planning
CPAC# &Zoning
Review the draft plan and rewire as f, Commission and City Council
needed based on community input;
,° consider recommending 7vnending the plan for Review and dscurt the draft plan docu-
itigin approval meet
Public Hearings with the Planning&Zoning
Commission and City Council
ii
Receive any additional public comments and consider
recommendation(RAZZ)and adoption(City Council)of
) the plan
Apcip
8 5/27/2022 DRAFT Chapter 1: Plan Introduction
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Chapter 2:
Community Snapshot
[� roc U c� t i �1..n
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
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Chapter 2: Community Snapshot 5/27/2022 DRAFT 9
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Region Regiona Re ationship
Wylie is located primarily in southern Collin
T
County, but does extend into portions of Dallas `�r , �;. ' �
County and Rockwall County. The City is � ' �`.
centrally located between Lavon Lake and Laketi s
Ray Hubbard in the northeastern portion of the
Dallas-Fort Worth Metroplex, with a significant
r.
amount of the City Limits having lakefront `
access to Lavon Lake.The City is approximately
410,4
37 square miles in area, with much of the City's 'i �q. ��
commercial activity located along the TX-78 �� ��
corridor. Notable cities in close proximity to � .
Wylie include:
t'
,u
• Plano ,t t1 , }
Allen _ �..,.
• Rockwall
• Richardson
• Garland
• Parker . �
• Murphy �tW t� i a�
ti
• Sachse
• McKinney , �����,,.
• Dallas aiii
In recent decades,Wylie has become a �$I
bedroom community for major,employment �" �,N '� l �� ; Nit,,,,,:,.
�yd
�T� Ftflu v\ \�S )t\,
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 the4444,
Intermodal center,while continuing to maintain
a high quality of life for current and future
residents.
10 5/27/2022 DRAFT Chapter 2: Community Snapshot
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Figure 2-1. Regional Context Map
06/14/2022 Item WS9.
Envision Wylie
F istorica 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. /.'; 4 wt'
When the Santa Fe line arrived, the agent and �� -
route
in charge of determiningthe track ie was Colonel W.D. Wylie who, after " .. ," .. ° � P
engineer
numerous surveys, decided to lay the track just " ""
north of Nickelville. ,i._.
During this time, Colonel Wylie promised the t % x `
greatthings �,.,� , .'� � �t ,
residents of Nickelville he would do ,"� � � �° �,� Al�f,�
for the community if it bore his name. The -,
convinced residents submitted Wylie's name toy �� �'�
town leadership and, when the application for "� �{' s "o'• , •.s
the new post office was received in 1886, the 'ii Po r ' „m
name became official.
� :
The town was relatively small throughout the r �`
remainder of the 19th century, but by the mid-
1910s, agriculture became a staple in the ' ^ ;'"^ w
community as shipping by rail was becoming ': 1� e ', '
more and more profitable. Hogs were shipped
weekly, cotton was the leading crop, and onions Y 4 .., ."YY °Al', "
- �� "��.;��, 4 � 1 as h� y
soon became a prized commodity. Until the4 ';,lia 4AY
early1960s,Wylie was known as the "Onion '
. . 4:
Capital of the World," and an onion shed could � �„ V
be found by the Santa Fe tracks.
In the 21st century, the Cityof Wylie has seen `�:,,' '
tremendous growth, seeing an increase of w;�x „i
roughly 45,000 residents in the last 20 years. No �: �, �� • 'its
longer is Wylie the sleepy agriculture � � , , a i � • `fi K *> . ,
community of North Texas, but rather a thriving , " " 'w '
v
suburban city with a high quality of life, close to 7 i. ' 4 ' .'
the tremendous leisure activities and �
employment the DFW Metroplex has to offer. Oor,
Source: City of Wylie
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Demographic Profi e Between decennial censuses, the U.S. Census
Bureau conducts an American Community
The purpose of evaluating a community's Survey(ACS), which is an estimate based on a
demographics is to understand its social small sample of randomly selected participants
context, both historically and at the present over a period of several years. While the ACS
time. Understanding the background and data is not as statistically reliable as the
context of a community can help identify its decennial census, it provides a more recent
values, needs, and desires that will affect its estimate of the existing conditions. These data
future growth and development. Demographics sets are taken into account by Esri and are
impact every element of a comprehensive plan, refined further for more accurate up-to-date
from land use to tax revenue to the demand for estimates.
infrastructure and services. Understanding the
'who', 'when', and 'where' of demographic Population Trends
trends can help the City accommodate current
and future needs with a higher degree of In 2021, it was estimated that Wylie had a
efficiency and accuracy. population of 58,797 people. Spanning over a
century,the City's population has increased
Methodology exponentially. In 1890,the population of the
City was 239 residents. By 1990, the City had
This Plan utilizes historical and forecasted data increased in population by nearly 8,500
from Esri and the U.S. Census Bureau. Esri uses persons. In recent years, the City has seen even
U.S. Census Bureau data as the basis for more growth, with a population increase of
estimates. In regard to the U.S. Census Bureau, 26,295 people from 2000 to 2010 and an
every 10 years a systematic count is conducted increase of 17,370 people from 2010 to 2021.
of the number of people living in the country.
Figure 2-2. Historical Population of Wylie
60,000
50,000
40,000
0
0
C
30,000
o`
20,000
10,000
— I - - I II II
1890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2020 2021
Source: U.S. Census Bureau; Esri (2020 and 2021)
Chapter 2: Community Snapshot 5/27/2022 DRAFT 13
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Household Size
Household size is important when evaluating Figure 2-3. Household Size
future housing types and other and use ' .� a
decisions. For example, larger households tend
\ .1;
to live in larger housing types to accommodate ,L\.s s.:,\,,,.\,,'\.i �.
the number of people living under one roof. ,. '
��
The City of Wylie's household distribution is � �.
•
typical of a suburban communityin the DFW ;,
Metroplex. As of 2020, the majority of all .,.-,.ti" ,, y`, -..,�:, �
Sl
households contain three people or more, 1
indicating a strong familial presence within the ; j
community. The average household size within _,
Y 9 s 2-person
Wylie is 3.14 people. Household
Source: Esri 2020
a wdaC4 h d .#1'1
a 7 r
0.4 �a 00 - u , , , g 460,Iry ,,,00,„' .0, „icor . , ,,,.4,,, , ,,,, , „,.cm ?
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4,04,1,,. ,
ofitiot
111,,,,,, ,„ e.,1, .rt 4'4,'',' It' t',,,,.0`,0 , . 0 , 001if 00400,
„..9,v a C' ,1. Y d 001 v,�-aw ma 9 e' �` fis".'� p, ' %'�' , � �w 4 'a
$ a,
S
,.\,.,,, .,,tyl , ,,,„,,,,,, , ,,,,j, ;',,,,e„0,, ' ,,'' „,,,, *„,,,,,y,',,;#' 4:: 11 l'
G
,," ,4*., 0,074,, '' , ,,,,,. l'i ,140,!,jir .s---' \17 $4,, ,,,7",;,,,,, !,r:,, 4
da r �` , 4�' �� A,, �
a
inn" HIV TM1 Irv, I
•t�i, J'""b S {.. �` ¢ fit .�t{ s%,4 �
�
,
'CO)'''''
t
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Age and Sex Distribution
Age and sex trends within a population can years of age) and a smaller population of older
indicate and project need for services such as residents(50-85+ years of age). It is no surprise
hospitals, parks, schools, and community there are fewer people in the age range of 20-
centers. Age and sex distribution can also help 24 relative to adjacent age groups—one of the
identify what kinds of land uses might be only deviations from the pyramid shape. This is
desirable within a community. For example, a typical of many cities that do not have an
community with a younger population might established higher education or large local
prefer starter and move-up housing. employment presence in which younger adults
move away for college and/or other job
Age distribution in the City follows a relatively opportunities.
normal pyramid shape. This is evident with a
large population of younger residents (0-14
Figure 2-4. Age Pyramid
85+ ,
80-84
75-79 70-74 11111111110101
65-69
60-64
55-59
50-54
45-49 111111111.1111111111.11111
40-44
34-39
30-34
25-29 11111111111111.11111.1
20-24
15-19
10-14
5-9
0-4
10% 8% 6% 4% 2% 0% 2% 4% 6% 8% 10%
Wylie Female ■Wylie Male
Source: Esri 2020
Chapter 2: Community Snapshot 5/27/2022 DRAFT 15
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Race and Ethnicity
Figure 2-5. Racial Distribution
Race and ethnicity are factors that help explain
a community's identity. While the two terms are age
�often used interchangeably, race is associated s� . � r � t `SWt
with biological factors, such as facial features or White 64.2%
hair color. According to the U.S. Census Bureau
classifications, racial classifications in the United Black or African American 14.4%
States include, but are not limited to,White,
Black, Asian, Pacific Islander, and Native American Indian and Alaska 0.6%
American. Ethnicity is associated with cultural Native
factors, such as language and traditions. The
most common ethnicity in the U.S. is Asian 9.5%
Hispanic/Latino. Native Hawaiian and Other 0.2%
Pacific Islander
Race
Some other race 7.2%
The largest racial group in Wylie is those who
consider themselves "White", making up 64.2% Two or more races 3.9%
of the population. The second largest racial
group is those who consider themselves "Black Source: Esri 2020
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, Figure 2-6. Ethnic Distribution
approximately 7.2% of residents consider
themselves "Some other race".
18.7%
Ethnicity eVouvoivok
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.
81.3%
Not Hispanic or Latino . Hispanic or Latino
Source: Esri 2020
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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 „ sr
about the skills and abilities of the local
workforce. Knowledge of workforce I
composition can also help a city target and t"'
recruit certain types of businesses. Highly l „ ';I� ,,h, . i 1 A
educated communities typically attract high- ,�,� ,', j ,��: h „,,,,n �, Wylie Campus
paying jobs and upscale businesses. �� ,.,..,,,, + ,,,,1
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.
Figure 2-7. Educational Attainment
30%
25%
20%
15%
10%
5%
0%
Less than 9th 9th to 12th High school Some college, Associate's Bachelor's Graduate or
grade grade, no graduate no degree degree degree professional
diploma degree
Wylie ■Texas
Source: Esri 2020
Chapter 2: Community Snapshot 5/27/2022 DRAFT 17
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Employment Characteristics Worker occupation aids in measuring the kinds
of work that employ a community's citizens.
Resident Occupations Note that this is an assessment of the
employment of Wylie's residents, rather than an
Every job that is available in the U.S. falls into assessment of employment located within the
one of ten categories, as defined by both the City.
U.S. Census Bureau and the Bureau of Labor
Statistics. These categories are: Workers who live in the City are employed in a
variety of occupations. Approximately 28.8% of
• Professional; residents work in Professional occupations.
• Management/Business/Financial; In addition, residents who work in
• Administrative Support; Management/Business/Financial occupations
• Services; make up 16.5%while 14.8% of residents work in
• Sales; Administrative Support occupations. These
• Construction/Extraction; three occupations make up roughly 60% of all
Transportation/Material Moving; jobs worked by Wylie's residents. The majority
• Production; of the remaining 40% of jobs worked by
• residents of the City are in the Services and
• Installation/Maintenance/Repair; and
Sales occupations.
• Farming/Forestry/Fishing.
Figure 2-8. Resident Occupations
Professional 28.8%
Management/Business/Financial 16.5%
Administrative Support 14.8%
Services 11.5%
Sales 11.1%
Construction/Extraction 4.7%!
Transportation/Material Moving 4.6%
Production i09999991004.1%
Installation/Maintenance/Repair 3.9%
Farming/Forestry/Fishing 0.0%
0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000
Jobs
Source: Esri 2020
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Employers in Wylie Median Household Income
Compared to the previous section, the Median household income is the household
following is a detailed overview of the industries income earned in which half of the homes in the
for jobs physically located within Wylie rather community earn more and half earn less.
than the occupations of its residents. Compared to average household income,
Understanding the types and distribution of median household income tends to be a more
jobs within the City allows one to understand accurate portrayal of a typical household's
predominant industries. According to the U.S. income as outliers do not affect the resulting
Census Bureau, 10,157 jobs are located within income. Understanding the median household
Wylie (2019). As shown in Figure 2-9,the largest income of a community is important as it can
percentages of jobs in the City of Wylie are in identify services that individuals and their
the Retail Trade and Manufacturing industries, families can afford. In addition, median income
making up 35% of all jobs located within Wylie. 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.
Figure 2-9. Industry of Jobs in Wylie
Retail Trade 18%
Health Care and Social Assistance 11111111.11111111111111111111111 11%
Construction 1111111111111111.11111111.111111111 11%
Accommodation and Food Services ' ";°` i" , ' '°' `°Q 10%
Utilities 9%
''oiooiiufi Vu rNNN➢ Q
Public Administration .... 5/0
Administration &Support,Waste Management and... "' 4%
Professional, Scientific, and Technical Services 111111111 3%
Other Services(excluding Public Administration) 3%
Wholesale Trade III 2%
Finance and Insurance im 2%
Real Estate and Rental and Leasing gm 2%
Information IIII 1%
Educational Services $ 1%
Transportation and Warehousing $ 1%
Agriculture, Forestry, Fishing and Hunting ® 1%
Management of Companies and Enterprises 1 0%
Arts, Entertainment,and Recreation 0%
Mining, Quarrying,and Oil and Gas Extraction 0%
0% 2% 4% 6% 8% 10% 12% 14% 16% 18% 20%
Source: U.S. Census Bureau 2019
Chapter 2: Community Snapshot 5/27/2022 DRAFT 19
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PTh LC I . n r"air"its
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.
.,::.":':>''::o.Via°" , ,.,,.,, ',t
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20 5/27/2022 DRAFT Chapter 2: Community Snapshot
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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 301 274 576 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 1,928 277 2,204 -
Lake Lavon 9,563 434 9,997 -
Vacant 1,263 2,089 3,353 19%
Total 23,879 6,128 30,007 -
*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 4,195 8,763 49%
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 1,964 323 2,287 -
Lake Lavon 9,563 434 9,997 -
Total 23,879 6,128 30,007 -
*Excludes Right-of-Way and Lake Lavon
Figure 4-4. Future Land Use Distribution
49%
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.
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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 92,500 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
House-
holds
Future
Pop-
ulation Approx.
DUA
Occ.
Rate* PPH*
City
Low-Density Residential 534 3 96.9% 3.14 1,602 1,552 4,874
Medium-Density Residential 84 8 96.9% 3.14 672 651 2,045
Mixed-Use and Special Planning Areas 32 8 96.9% 3.14 259 251 789
Ultimate Capacity in Vacant Areas in the City 7,708
Current Population in the City 58,797
Ultimate Capacity in the City 66,505
ETJ
Low-Density Residential 1,452 3 96.9% 3.14 4,356 4,221 13,254
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 14,782
Current Population in the ETJ 11,261
Ultimate Capacity in the ETJ 26,043
Combined Planning Area
Low-Density Residential 1,986 3 96.9% 3.14 5,958 5,773 18,128
Medium-Density Residential 102 8 96.9% 3.14 813 788 2,473
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 22,490
Current Population in the Combined Planning Area 70,058
Ultimate Capacity in the Combined Planning Area 92,548
*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 are appropriate in areas with
pedestrian traffic. The City currently has
branded banners in some locations; however,
expanding the signage to additional locations
with City or area-specific branding may be
appropriate. Encourage local businesses to
sponsor the banners with the business name
added to the banner to offset the cost.
Existing Gateway 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.
Local Business Construction
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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.
Avalon Park
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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.
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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 review the thoroughfare plan for
potential updates every three to four years and
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 147
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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
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
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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.
Local School Queuing Traffic
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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
$$$ = $500,000+
Legend for Approximate
Cost Ranges
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Cost
Primary
Mechanism(s) 0-5 6-10 11-20
Housing & Neighborhoods
Goal H1. Preserve Wylie’s existing neighborhoods.
Performance Measures:
- Number of sidewalk repairs completed annually per capita
- Number of clean-up days scheduled
- Length of time to resolve code enforcement issues
- Number of aesthetic improvement features installed
Strategy H1a. Continue proactive code enforcement efforts and identify
resources available to residents who may need assistance addressing
violations.
• Continue current efforts;
• Partner with volunteer organizations to assist with minor
repairs and violations; and
• Consider a grant to assist with larger repairs.
● ● ● $-$$ 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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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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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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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.
• Continue to regularly review and update the Thoroughfare
Plan;
• 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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Wylie City Council
AGENDA REPORT
Department: Engineering Account Code:
Prepared By: Tim Porter
Subject
Discuss McMillen Drive Progress Update.
Recommendation
Discussion
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McMillen Road
City Council Work Session
06/14/2022
KMZ with new
horizontal overlay?
Project Update
●Plans currently 90% complete,
barring some flood items.
●Contract amendment approved by City Council on March 8, 2022.
○New survey complete and updated in design / Level C&D SUE in progress
○Revised horizontal alignment complete (medians adjusted, updates in front of
FS#4, adjustments to sidewalk around existing developments, etc.)
○Traffic signal designs are underway for both McMillen & Country Club and
McMillen & FS#4 / Streetlight design underway
●Reviewing/Recreating 3D Model
State Agency Role
●Natural Resources Conservation Service (NRCS) - A division of
the USDA (Department of Agriculture) which employs
conservationists, specialists and biologists. Federal
employees.
●Collin County Soil & Water Conservation District (#535, SWCD)
- Formed after the passage of the Texas Soil Conservation Law
and establishment of the Texas State Soil and Water
Conservation Board (TSSWCB), SWCD employs bookkeepers,
secretaries, and technicians that work for the Board.
●SWCD may sometimes be supervised by NRCS, but do not
work for them.
●SWCD’s, TSSWCB & NRCS work together through a MOU.
●Review and approval of the flood storage area revisions rests
with the NRCS. Submittal must be through SWCD.
SWCD Flood Storage Approval
●NRCS states: “...any fill placed in the area below
existing top of dam elevation upstream of the
dam and auxiliary spillway be compensated for
by equal compensating excavation at or below
the elevations of the fill.”
●City received original plan approval in 2012,
however ROW was outstanding.
●The anticipated soil excavation location had to
change and the design revised.
●Per SWCD policy, if any design changes occur, a
new approval is required.
●The approval process can take 3-4 months.
A Change in the Criteria…
●New requirement is top of dam
●Future requirement will be 3-ft
above top of dam, pending draft
policy NRCS approval
●Due to existing conditions, the
SWCD believes we can get approval
at top of dam, (7-ft above spillway
and 5-ft above current design)
●After 2015, the SWCD began implementing a new draft storage pool policy because
over a dozen dams overtopped in 2015.
●Previous design criteria was 2-ft above the top of spillway
Design Options and
Construction Costs
●Design Elevation - Top of Dam, 533.4
●Lengthening the bridge will reduce
excavation and the amount needed for
additional ROW or easements.
○Existing bridge design of 310 LF will
require 128,000 cy excavation
$25M Construction Cost
○A 1,500 LF bridge, requires only 30,000
cy of excavation and keeps it in the ROW.
○Each 100 LF of bridge adds between
$700k and $800k construction cost.
Design Options and Construction Costs
●Using or purchasing additional property
within the acceptable elevations could
provide space for the required
excavation.
○There are potential properties that could
assist in fulfilling the excavation
requirement, but each has its own
challenges.
○Must be upstream of the dam location,
below the top of dam elevation boundary,
and above the conservation pool level.
●All options increase the cost but the key
is to find balance between bridge length
and additional property for excavation.
Construction Schedule
●Property acquisitions near completion.
●Franchise Utilities
○Coordination has begun
○Construction can begin once acquisitions are complete
●Anticipated schedule to full project construction bid.
○Winter 2022 - Design Completion & Submittal to SWCD
○Summer 2023 - Anticipated NRCS Approval & Construction Start
○Summer 2025 - Anticipated Construction Completion
Construction Options
●Ways to Reduce Construction Time:
○Closing of McMillen Road will shorten the time of construction and reduce costs
○Breaking construction into smaller phases for bid
■Right-of-way clearing and temporary fence placement
■City utility relocation / grading
■Separating out non-bridge sections for earlier construction
●Ways to Reduce Costs:
○Close McMillen Road
○Remove streetlight installation