11. Public Facilities and Services

TYLER 1ST COMPREHENSIVE PLAN I

PUBLIC FACILITIES AND SERVICES : : Chapter 11

11. Public Facilities and Services

TYLER 1ST COMPREHENSIVE PLAN 403


The intent of this document is to detail amendments from the 2014 update while continuing to memorialize the original text. Items updated through the 5-year update process will be accompanied with a Tyler 1st logo within the original Tyler 21 document. The text from the original document begns after the Tyler 21 logo appears in the text.

GOALS POLICIES FOR DECISION MAKERSContinue improvements and expansion of public safety facilities and services to keep pace with growth.

• Providepoliceandfiresubstationstoservenewgrowth.• Attractdiverseandcompetentofficerswithcompetitiveemployment

conditions.• DevelophigherspeedrailservicetoDallasandShreveport.

Become the regional water provider for Smith County.

• AcquiresmallerwaterutilitiesanddevelopsupplierrelationshipswithotherSmithCountymunicipalities.

• PlantoextendwaterinfrastructureintotheETJ.Protect the quality and quantity of Tyler’s drinking water supply.

• MinimizefurtherdevelopmentimpactsonLakesTylerandTylerEastbyimplementingTyler1strecommendationsfortheLakes.

• ProtectwellheadlandsandLakePalestinewatersupplies.Become the regional sewer/wastewater treatment utility for Smith County.

• Acquireinvestor-ownedsewerutilities.• Plantoextendsewerinfrastructureintogrowthareas.

Maintain the City’s role as the regional landfill provider.

• Continuephasedlandfillexpansion.• Explorethepotentialforenergyproductionfromwaste.• Regularlyevaluatethepotentialforcost-effectivefullcurbside

recyclingservice.Minimize flooding, erosion and water quality degradation through improvements to existing infrastructure and implementation of best practices in growth areas.

• Promotetheuseofnaturaldrainagesystemstoprovideamenitiesandminimizecapitalandmaintenancecosts.

• Addressdrainagefirstwithpoliciestomanagedevelopment;secondwithnaturalorbioengineeringsolutions;andlast,hardstructuredsolutions.

• Continuedrainageimprovementsinolderpartsofthecity.Keep existing streets and public places well-maintained.

• Clarifystreetimprovementcriteriaandprioritiesforexistingstreetsforgreaterpublicunderstanding.

Enhance code enforcement. • Supportadditionalstaffandinnovativepartnershipstoimprovecodeenforcementefforts.

Continue and enhance efforts to assure compliance with accessibility standards in both public and private facilities.

• MakeallcityfacilitiescompliantwiththeAmericanswithDisabilitiesActandtheTexasAccessibilityStandards.

Develop Tyler’s library system and resources as an innovative source of information services and culture.

• Keeplibraryservicesrelevanttochangingcommunityinformationneeds.

Strengthen the tourism value of the Rose Garden Center, Harvey Convention Center and East Texas State Fairgrounds site.

• ReviewandevaluatetheeffectivenessofthesefacilitiesinmeetingCitygoals.

Continue partnerships with nonprofits in social services, arts and culture.

• Focusonseedfundingforpilotactivitiesandonkeyactivitiesthatlacksufficientprivatefunding.

404 TYLER 1ST COMPREHENSIVE PLAN

Chapter 11 : : PUBLIC FACILITIES AND SERVICES

GOALS POLICIES FOR DECISION MAKERSProvide services and opportunities for senior citizens.

• Includeexplicitreviewofanyspecialseniorcitizen/retireeneedsinCityservicesandfacilities.

Provide regional broadband Internet access.

• ConsiderdevelopmentofacitywideWi-Fisystem.

Make City facilities and operations a model of resource efficiency.

• Supportmunicipalenergy,water,andotherresourceconservation.

Meet city government space needs by enhancing current facilities.

• RenovatetheinteriorofCityHall.

Establish a consolidated multi-year Capital Improvement Program.

• Inadditiontofive-yearpriorities,developapreliminarypriorityrankingforyears6-10inthefuture.



PUBLIC FACILITIES AND SERVICES FACTS

• TYLER ROADWAYS (2012): > 93milesofprincipalarterials > 27milesofminorarterials > 63milesofcollectors > 572milesoflocalroads

• VEHICLE OWNERSHIP (2011): > 9.7%ofhouseholdsdonothaveaccesstoa

vehicle(9.4%in2000) > 40.8%ofhouseholdshave1vehicle(40.9%

in2000) > 37.4%have2vehicles(36.3%in2000) > 12.1%have3ormorevehicles(13.4%in2000)

• TYLER PUBLIC TRANSPORTATION: > 5busroutes > 203,114passengertripsin2012

• WORK DESTINATION OF SMITH COUNTY RESIDENTS (2000):

> 89%ofSmithCountyresidentsworkinthecounty

• HIGH TRAFFIC INTERSECTIONS:> 2011totalintersectionvolumesinaveragevehiclesperday*:> SouthBroadwayandLoop323(south):over88,130vehicles> OldJacksonvilleHwy.andLoop323:over69,000vehicles> TroupHwy.andLoop323:over76,190vehicles> U.S.69(MineolaHwy.)andInterstate20:over66,000vehicles> SouthBroadwayandShilohRoad:over60,000vehicles> SouthBroadwayandGrandeBoulevard:over60,000vehicles> FrankstonHwy.andLoop323:over69,000vehicles

* Totalintersectionvolumesincludetrafficenteringtheintersectionsfromallstreets.

• TRANSPORTATION TO WORK FOR TYLER RESIDENTS (2011): > 63%ofresidentsspentlessthan20minutesgettingtowork> 29.4%took20-44minuteseachday> 7.4%spentover45minutesonaone-waycommute

• TYLER POUNDS REGIONAL AIRPORT > Featuersthreerunwayswiththelongestbeing7,800feetlong> OnlyairportinEastTexaswithtwocommercialaircarriers> Approximately150basedaircraft> About150,000commutersannualy

Sources:U.S.CensusBureau;CityofTyler;MasterStreetPlan;TxDOT;TylerMPO

WHAT DOES IT MEAN?• Most Tylerites depend on automobiles

to get around.

• Almost 50% of households have 2 or more vehicles.

• The vast majority of workers in Smith County commute to jobs within the county.

• There are more cars driving on South Broadway than on Interstate 20 on a daily basis.

• Many vehicles pass through Tyler or enter the city for work and shopping opportunities.

• Most regional traffic uses U.S. 69 and Loop 323 to access destinations.

• Tyler’s infrastructure should be sized for a regional population to accommo-date the number of people who enter the city daily.



GOALS POLICIES FOR DECISION MAKERSContinue improvements and expansion of public safety facilities and services to keep pace with growth.

• Providepoliceandfiresubstationstoservenewgrowth.• Attractdiverseandcompetentofficerswithcompetitiveemploymentcondi-

tions.Become the regional water provider for Smith County.

• AcquiresmallerwaterutilitiesanddevelopsupplierrelationshipswithotherSmithCountymunicipalities.

• PlantoextendwaterinfrastructureintotheETJ.Protect the quality and quantity of Tyler’s drinking water supply.

• MinimizefurtherdevelopmentimpactsonLakesTylerandTylerEastbyimplementingTyler1strecommendationsfortheLakes.

• ProtectwellheadlandsandLakePalestinewatersupplies.Become the regional sewer/wastewater treat-ment utility for Smith County.

• Acquireinvestor-ownedsewerutilities.• Plantoextendsewerinfrastructureintogrowthareas.

Maintain the City’s role as the regional landfill provider.

• Continuephasedlandfillexpansion.• Explorethepotentialforenergyproductionfromwaste.• Regularlyevaluatethepotentialforcost-effectivefullcurbsiderecycling

service.Minimize flooding, erosion and water quality degradation through improvements to exist-ing infrastructure and implementation of best practices in growth areas.

• Promotetheuseofnaturaldrainagesystemstoprovideamenitiesandminimizecapitalandmaintenancecosts.

• Addressdrainagefirstwithpoliciestomanagedevelopment;secondwithnaturalorbioengineeringsolutions;andlast,hardstructuredsolutions.

• Continuedrainageimprovementsinolderpartsofthecity.Keep existing streets and public places well-maintained.

• Clarifystreetimprovementcriteriaandprioritiesforexistingstreetsforgreaterpublicunderstanding.

Enhance code enforcement. • Supportadditionalstaffandinnovativepartnershipstoimprovecodeenforcementefforts.

Continue and enhance efforts to assure com-pliance with accessibility standards in both public and private facilities.

• MakeallcityfacilitiescompliantwiththeAmericanswithDisabilitiesActandtheTexasAccessibilityStandards.

Develop Tyler’s library system and resources as an innovative source of information ser-vices and culture.

• Keeplibraryservicesrelevanttochangingcommunityinformationneeds.

Strengthen the tourism value of the Rose Garden Center, Harvey Convention Center and East Texas State Fairgrounds site.

• ReviewandevaluatetheeffectivenessofthesefacilitiesinmeetingCitygoals.

Continue partnerships with nonprofits in so-cial services, arts and culture.

• Focusonseedfundingforpilotactivitiesandonkeyactivitiesthatlacksuf-ficientprivatefunding.

Provide services and opportunities for senior citizens.

• Includeexplicitreviewofanyspecialseniorcitizen/retireeneedsinCityservicesandfacilities.

Provide regional broadband Internet access. • ConsiderdevelopmentofacitywideWi-Fisystem.

Make City facilities and operations a model of resource efficiency.

• Supportmunicipalenergy,water,andotherresourceconservation.

Meet city government space needs by enhanc-ing current facilities.

• RenovatetheinteriorofCityHall.

Establish a consolidated multi-year Capital Improvement Program.

• Inadditiontofive-yearpriorities,developapreliminarypriorityrankingforyears6-10inthefuture.



FINDINGS• Tylerresidentsgenerallyarepleasedwithmunicipalservices.• Thewater/sewerutilityandthesolidwastedepartmentoperateasenterprisefunds.• Astormwaterutilityhasbeeninitiatedwithplanstocomplywithimplementationof EPAPhaseIIStormwaterRegulations.

• TheCityhasplannedaheadtoassureitsdrinkingwatersupplyformanydecadestocome.• TheCityhasplannedaheadtoassurelandfillspaceforover100yearsatcurrentratesof

usage.• TheCityisworkingtoaddresscodeenforcementconcernswithadditionalresources.• TheTylerPublicLibrarymeetsonlybasicstandardsasatraditionallibraryandisnotyetfullypositionedfornewwaystoserveresidentswithinformationandculture.

• CityHallislongoverdueforrenovationandrestorationtomeetevencurrentofficeandpublic meeting space needs.

KEY CHALLENGES• Fundingimprovementstosmallwaterandsewersystemswhenpurchased• Providingfacilities(includingstreets,utilitiesandbuildings)toserveexistinggrowthareas

while also using facility planning to shape and direct growth• Assuringpublicunderstandingof prioritycriteriaforstreetandotherpublicprojects• Usingsiteplanningandothernon-structuralmeanstopreservenaturaldrainagerather

than using hard structures• Meetingchallengestoprovidesustainabledrainageinfrastructure• Keepingpacewithmaintaininganagingstreetinfrastructure• ProvidingsufficientspaceforCitystaff andforpublicmeetingspace• Creatingalibrarysystemforthe21stcentury• Increasingfacilitiestobecompetitiveasatouristdestination.



A. Current ConditionsCOMMUNITY ISSUES

TheTyler1stpublicopinionsurveyfoundthatTylerresidentsaregenerallysatisfiedwithCityservices.

Inpublicmeetingsandworkinggroupdiscussions,additionalfacilitiesandservicesissuesemergedasmattersof concern,particularlycodeenforcement

andpriority-settingprocesses.Untilrecently,theCityhadonlyonecodeenforcementofficer,whichclearlywasinsufficientforacityof Tyler’ssizeandcomplexity,andresidentswouldlikemoreaggressiveenforcementagainstcodeviolations.Particularlyinthecaseof streetimprovementprojectsandsimilaractivities,residentsdesireabetterunderstandingof howtheCitysetsprioritiesandranksprojectsforimplementation.



CITY MANAGEMENT AND THE TYLER BLUEPRINTIn1997,theCityof Tyleradoptedthe“Blueprint,”aplanforcitygovernmentthatemphasizesresponsiveness,accountability,andefficiency.TheCityhascontinuedtobuildonthefirstBlueprinttoimprovethedelivery,qualityandcost-effectivenessof services,withaparticularemphasisonadoptingnewtechnologies.In2005itissuedaBusinessPlanbasedonfiveorganizationalgoalsforCitystaff identifiedbytheacronymSERVE:Streamline,Empower,Respond,VentureandEvaluate.TheCityusescompetitiveprocessestoidentifythebestservicedeliveryoptions,whetherbycontractorbygovernment.TheCity’ssuccessinstreamliningandcost-cuttingiscreditedwithmakingitpossibletocutthepropertytaxratebymorethanhalf overthelasttenyears.

PUBLIC SAFETY DEPARTMENTSTyler’spublicsafetydepartmentsmeetandexceednationalstandards.Theyplanaheadfivetosixyearsinadvancetokeepupwithgrowthanduseadvancedtechnology.

Tyler Police DepartmentTheTylerPoliceDepartmenthas239employees,approximately1.8officersper1,000residents,morethanotherEastTexascitiesbutaboutaveragenationally.Policeunitsincludeabicycleunit,canineunit,andcommunitypolicing.In2006therewere63,855callstothedepartment,3,290majorcrimes(homicide,rape,robbery,etc.),and5,858minorcrimes.

Threepolicestationsservethecity.Themainstationat711WestFergusonStreetwasfullyrenovatedin2003andexpandedby16,000squarefeettomakeatotalof 37,000squarefeet.Thenorthsubstationat411WestMartinLutherKing,Jr.Boulevardhasitsown dedicated staff. The main police station and the North Tyler substation allow good response times tocallsinNorth,West,andEastTyler.Inthesouth,thedepartmentpreviouslyusedastationinsidetheBroadwaySquareMallbutlostthatlease.ThepolicenowhaveaverysmallspaceinsidetheTargetstoreonSouthBroadwayAvenue.

Growthandtrafficcongestionsouthof Loop323havecreatedtheneedfornewsubstations.ThePoliceDepartmentisbeginningafive-yearplantobuildanewsubstationinSouthTyler,probablyintheFaulknerParkarea.Adecisionhasnotyetbeenmadeonwhetherthisstationwillhaveadedicatedstaff liketheNorthTyler substation or satellite staff based at the main police station.

Mainpolicestation

NorthTylerpolicesubstation



Thedepartment’scommunitypolicingprogram,theCommunityResponseTeam,hassixbeatsthroughoutthecity.Activitiesincludemeetingswithaneighborhoodnetworkteam(neighborhoodleaders,ministers,etc.)atleastonceamonth,NeighborhoodWatchprograms,crimepreventionprogramsinschools,andworkwiththecommunityonnuisanceabatementprojects.

Sincethelate1990s,policetrainingandSmithCountylawenforcementtrainingtakesplaceattheTylerJuniorCollegeLawEnforcementAcademyontheTJCWestCampus.

Tylerhasinvestedinnewpolicetechnology.Allpolicevehiclesareequippedwithlaptops.Tylerwasoneof thefirstdepartmentsinthecountrytohaveadigitalvideosystemincarswithwirelesscapabilitytotransmitvideoimagesatacostof $504,999for60vehicles.TheTylerPoliceDepartmentisalsoamongthefirsttobeaccreditednationwide,meetingrigorous performance standards that represent industry best practices.

Tyler Fire DepartmentTheTylerFireDepartmentcurrentlyhasninefirestationsandanadministrativecenter.AtenthstationisunderconstructioninFY2007.Thisnewstationwillrequiretwelvemoreemployeestojointhecurrentstaff of 136.Firestationcoveragecurrentlyisgood,withtheexceptionof theOldJacksonvilleHighwaycorridorinthesouthwest.Anew,eleventhstationisproposedforthatarea.ThedepartmentprovidestrainingfornewfirefightersthroughtheEastTexasFireAcademyinKilgore.

Inafive-yearperiod,2002-2006,theFireDepartmentrespondedtobetween3,007and3,385firecallsandbetween4,513and5,042emergencymedicalservicescalls.In addition to responding to calls and investigatingfires,theFireDepartmentalsoenforcestheFireCodeandreviewsbuildingplansforfiresafety,inspectsbuildings,issuespermits,andprovidesprogramsforcitizensandyouth.TheFireDepartmentprovidesspecialoperationsteamsconsistingof HazardousMaterials,AirportRescueFirefightingandTechnicalRescue.

Thedepartmentiscurrentlyinthethirdyearof asix-yearserviceplan.InadditiontotheeleventhfirestationproposedforSouthTyler,theFireDepartmentisalsoseekingtorelocateandimproveitstrainingfieldwithprivatefunding.Thecurrentfacilitiesincludeatrainingtower,aclassroom,asmallhaybarn,equipmentstorage,andabalancehighbeam.ThefacilitiesarelocatedatFairPark,betweenthebaseballfieldandtheRoseStadium.Inadditiontoalargerclassroom,anewtrainingfacilitycouldoffertraininginstructurecollapse-trenchrescue;swiftwaterrescue;andthelatesttechnologyprovidingsafetycontrolsexceedingthecurrentfiretrainingfacility.ThePoliceDepartmentusesthecurrentfacilityandisalsolookingforenhancedtrainingfacilities.Anewjointtrainingfieldwouldbenefitthem both.

FireStationNo.1indowntownTyler



AllFireDepartmentvehiclesarealsoequippedwithmobilecomputers.TheCityof TylerhascontinuallyinvestedinFireDepartmenttechnology.

WATER AND SEWER FACILITIES AND SERVICE

TheCityof TylerownstheTylerWaterUtility,whichsupplieswaterandsewerservicestomostof theareawithinthecurrentcitylimits.TheserviceareasthatcanbesuppliedonlybytheTylerWaterUtilityaresetbystateagencies.Thewaterserviceareaislimitedtothe1978ETJandthesewerserviceareaislimitedtothe1978citylimits.ThisdoesnotmeanthatTylercannotserviceotherareas,butthatothercompaniescanprovideserviceoutsideof Tyler’sstate-definedarea.TheTylerutilityisanenterprisefundthatpaysforoperations,maintenance,andapproximately$4to$6millioninannualcapitalimprovementsfromfees

TYLER FIRE DEPARTMENT – FIRE STATION PLACEMENT

Source:CityofTylerFireDepartment



andservicepayments.Majorsysteminvestmentsareunderwrittenbybondssecuredwithsystemrevenues.

SmithCountyisunusualforthenumberof waterandsewerutilitiesthatservethecounty,somewithoverlappingjurisdictions.Tylerwaterserviceoffersadvantagesthatothersuppliersgenerallydonot:Tylerwateristypicallylessexpensiveandtheruralwaterutilitiesdonotofferfireprotection.TheTylerWaterUtilityhasaninterestinpurchasingtheseutilities,particularlywhenareasareannexed,butcannotforceasale.TheAlgonquinWaterServicesCompanyservespartof thecity’ssouthwesternarea.Investor-owned,ithasnotbeeninterested,thusfar,insellingtoTyler.Incontrast,SouthernUtilitiesprovideswatertoa large rural and semi-rural area and sells its systems to Tyler at annexation. Tyler might also beinterestedinpurchasinginvestor-ownedsuppliers,butpurchasesmayrequiresignificantnewinvestmentstobebroughtuptostandard.Therearealsonumeroussmallsewersystemsinthecounty.Becausetheyweretypicallybuilttoserveaspecificarea,withoutexpansioncapacity,theyarealsooftenbelowthecitystandard.Acquisitionof utilitycompanies–andtheirpayingcustomers–southof thecity,wheremostgrowthhasbeenoccurring,isattractivetoutilitymanagersasawaytofundpotentialinfrastructureextensionsinotherdirections.

Drinking Water SupplyEastTexasisfortunatetohavemuchgreaternaturalwaterresourcesthanmostof therestof Texas,butrecentexperiencehasshownthatitremainssubjecttodrought,sometimessevere.However,theregion’srelativelyabundantwaterresourcesareunderconsiderationtoservethelong-termneedsof thehighwaterconsumptioncommunitiesof theDallas-FortWorthMetroplex.IntheStateof TexasWaterPlan(2010-2060),whichismadeupof aseriesof regionalwaterplans,theDallasregionidentifiedanareaforanewreservoir(LakeFastrill)tofulfillitsneeds,whiletheU.S.FishandWildlifeServicehasidentifiedthesameareatobetheNorthNechesNationalWildlifeRefuge.AlthoughthisconflictdoesnotdirectlyaffectTylerorSmithCounty,itisindicativeof thelong-termpotentialpressurestotransfer“surplus”drinkingwatersuppliesoutof EastTexastootherpartsof thestate.

TheCityof Tylerhasbeenforward-lookinginsecuringsubstantialsuppliesof drinkingwaterandimplementingconservationmeasures.Tylerdependsonsurfacewaterreservoirsanddeepwaterwellsforitsdrinkingwatersupply.BellwoodLake,createdbyadamin1894,1wasthecity’sdrinkingwatersourceuntil1950andnowsuppliesrawwatertotwogolf coursesandtheGoodyearplant.Today,theprimarysourceof waterforTylerisLakeTyler,placedinservicein1950,LakeTylerEast,addedin1967,andLakePalestine.LakeTylercovers2,400surfaceacreswithastoragecapacityof 14billiongallonsof water.LakeTylerEastissimilarbutwithaslightlylargersizeandstoragecapacity.TylerhasaccesstosurfacewaterinLakePalestinethrougha1965contractandthislakecurrentlysupplies55%of Tyler’swater.LakePalestinewillbeanincreasinglyimportantsourceof drinkingwaterasTylergrows,withtheLakePalestineWaterTreatmentPlanthavingthepotentialtoexpandtotwicethecapacityof theGoldenRoadWaterTreatmentPlant.TyleralsoownstwelvewellsthatdrawontheCarrizo-Wilcoxaquifer.Thewatertreatmentplantsandcapacityof thesystemisasfollows:

1 ThedamislistedontheNationalRegisterofHistoricPlaces.



• GoldenRoad–capacityof 34mgd(milliongallonsperday)

• LakePalestine–capacityof 30mgdwithfuturepotentialexpansiontoanadditional30mgd

• 12wells–capacityof 8mgd

Thereare582milesof pipe,elevatedstoragefor5.5milliongallonsof water,and10.25milliongallonsof groundstorage(atwatertreatmentsitesandwaterwellsites).

Thewaterutilitycurrentlyserves30,460customersinsidethecityand197customersoutsidethecitylimits.ItalsosupplieswateronawholesalebasistotheCityof Whitehouse,withsome2,500households,andtotheWalnutGrovewatercompany,whichservesabout2,100households.Customersoutsidethecityarecharged150%of theratewithinthecity.Averagedailywaterconsumptionin2006was25.4mgd.Thisisapproximately250dailygallonspercapita.AmongthelargestwatercustomersaretheDelekRefinery,CaldwellZoo,BriarwoodGolf Club(untreatedwaterfromBellwoodLake),EastTexasMedicalCenterHospital,TraneCorporation,TrinityMotherFrancesHospital,andSouthwestDairy.

Tyler Water has followed industry standards in implementing new technologies tolimitstormwaterinfiltrationof thesewersystemandradiotransmissionwatermeters.

Therearetwowastewatertreatmentplants:

• Southsideplantwithacapacityof 5mgd• Westsideplantwithacapacityof 13mgd

Eachplantservesabouthalf of thecity,withtheWestsideplanttreatingmostof theindustrialwaste.Additionalcapacityneededforthesouthernpartof thecityasitgrowscanbecreatedeitherthroughexpansionof theexistingSouthsideplantorbybuildinganewplantfarthertothesouththatwouldservearegionalsystem.Thereare29,424sewercustomers inside the city limits and 177 outside.

BoththewaterandsewersystemsareingenerallygoodconditionwithinLoop323.InSmithCounty,ruralsewersystemsareoftenproblematicbecausetheyaretypicallybuilttoaccommodateadefinednumberof customers,withoutanycapacityforexpansion.Developersinthecountywithaccesstoasewersystemtypicallybuildmorehousesonsmallerlots.Withoutsewerservicethereisanincentivetobuildlarge-lotsubdivisions.Theseinfrastructurerealitiesaccountforsomeof thefragmentedanddiscontinuousdevelopmentpatternsevidentinthecity.

Awaterandsewermasterplancurrentlyisnearingcompletion.Thismasterplan,alongwiththeTyler1stlanduseplan,willguidefutureinvestmentsinwaterandsewerinfrastructure.Extensionof waterinfrastructurenorthandwestof thecityislessexpensivethantothesouthbecausesouthof thecity’streatmentplant,allwatermustbepumped.Continuedacquisitionof otherwatersupplierstothesouthwillprovidetheTylerutilitywithcustomers

TylerWaterUtilitieswellonRobertsonRoad



andcashflowtomakeimprovementsandtoexpandinotherdirectionsfromthecity.Newsewerinfrastructurewillbecostlybecausepumpingwillberequired.Forexample,oneortwopumpstationswouldberequiredtoextendsewerservicetoI-20.

SOLID WASTE FACILITIES AND SERVICESWithinthecity,Tyler’sSolidWasteDepartmentprovidesresidentialandcommercialgarbagepickupservice,voluntarycurbsiderecyclingservice,adrop-off recyclingcenter,hazardouswastedisposaldays,andopportunitiesforvolunteercitybeautificationactivities.TheCityownsthelandforalandfillinSmithCountywhichisoperatedbyacontractorandservestheentirecounty.Inaddition,thedepartmentstaffstheKeepTylerBeautifulprogram,overseesthecity’sGISsystem,andhasrecentlyacquiredresponsibility for code enforcement.

Thedepartment’s18trucksoperatingon36routesserveapproximately27,000households.By2008allresidentialrouteswill be automated with an additional eighttrucks.TrashandgarbagepickupservicesreceivedthehighestratingsintheTyler1stpublicopinionsurvey.Thedepartmentisveryresponsivetoitscustomers,makingspecialpick-uptripsif residents call to say they will be late in puttingouttheirtrash.Residentspayfeesforpickupandfortrashcontainers.Thedepartmentoffersregularopportunitiesforpickupof bulkyitemsandwillrentdumpstersforhouseholdprojects.Commercialservicealsoisavailablefromthedepartment. Approximately730householdsparticipateinthecurbsiderecyclingprogram.Currently,EastTexashasalimitedmarketforrecyclablesandmostof therecyclablesaresenttoArlington.Inadditiontocurbsiderecyclingforafee,residentscanbringitemstotheRecyclingCollectionCenter,whichisopenonSaturdaymorningsandthreeweekdays.

Ahouseholdhazardouswastecollectioneventisheldannuallyandattractsmanypeople.Withgrantfunds,thedepartmentwasabletoopentheeventin2006toresidentsof thecountyaswellasthecity,butfutureparticipationbycountyresidentswilldependontheavailabilityof funding.Althoughresidentscandisposeof hazardouswastewithhouseholdgarbage,theeventhasbeenpopularandservestoraiseawarenessaboutdisposalof paints,oils and other hazardous wastes.

TylerresidentsvaluetheCity’scustomer-friendlygarbagepickupservices.

TylerRecyclingCollectionCenteronNorthBoisd’ArcAvenue



GreenwoodFarmsLandfillislocatedonFM2767,approximatelyfivemileseastof Loop323.TheCityownstheland,GreenwoodFarmsholdsthelandfillpermit,andAlliedWasteSystemsoperatesthelandfill.TheCityreceives10%of thegatefees.Thelandfilloperationbeganin1988with124acresandisnowexpandingto292acres.Between1992and2005theCityspentover$2.25milliontoacquirelandforexpansion,whichresultedinre-permittingof thelandfillin2006.Thelandfillnowhas136yearsof capacity,basedonthecurrentgrowthrateinwasteactivity.

The“KeepTylerBeautiful”programisstaffedbytheSolidWasteDepartment.Theprogramsupportsvolunteergroupsthatfocusonparticularadoptedareas,forlitterremovalandbeautification.Mostrecently,thisprogramhasassumedadvisoryauthorityforLeGrandGardensandisdevelopingaplantofundnewmasterplanimprovements.

KeepTylerBeautifulalsosponsorsTylerparticipationineventssuchasthe“TexasTrash-Off ”inthespring,whichin2007involvescleanupof downtown,lakesandrivers.Thegroup also sponsors an annual daffodil planting anddistributionproject,includingthebulkdiscounted sale of bulbs to residents and the plantingof daffodilsonpublicproperties.KeepTylerBeautifuldoesnothaveitsownbudgetbutrequestsfundingforprojectsfromtheSolidWasteDepartmentbudget(allrequestshavebeenfundedsofar).ThegroupandtheSolidWasteDepartmentplan to expand its public education activitiesandevents.

Thecity’sGeographicInformationSystemsprogramoriginatedintheSolidWasteDepartment,whichcontinuestooverseeGISworkthatincludesdigitizingplats,aerialphotography,geographicanalysis,andmapproduction.TheGISdepartmentincludesfiveemployeesfromfourdepartments,SolidWaste,Water,PlanningandZoning,andTechnology,andwhendigitizingworkisbroughtin-houseinsteadof beingcontractedout,asmallnumberof additionalemployeeswillbeneeded.Anewsetof aerialphotographswillbeavailableinAugust2007.

Likethewaterandsewerutility,theSolidWasteDepartmentisanenterprisefundthatreliesonfeesandotherfund-raisingtosupportitsactivitiesandprograms.

DRAINAGE INFRASTRUCTUREThenaturallandscapeof theTylerregionisthreadedwithnumerouscreeksandstreams.Intheolderpartsof thecity,waterwayswereburiedorsometimeschannelizedwithattractivestonework.StillwithinLoop323,thereareanumberof neighborhoodsinwhich

WindsorGroveNatureParkbefore(top)andafter(right)KeepTylerBeautiful’sparkcleanupin2006.



drainagechannels,thoughpavedwithconcrete,arelocatedinplantedmedians,providinganeighborhoodamenity.Innewerpartsof thecity,approachestodrainagecanrangefromgrassswalestoheavily-armoredconcrete.

Developmentdisruptsnaturalwatersystemsthroughclearingof vegetation,grading,soilcompactionandadditionof impervioussurfacesintheformof buildings,roads,parkinglotsanduseof drainageinfrastructuresuchasgutters,stormsewersandhard-linedwaterchannels.Thesechangestothelandincreasethevolumeandspeedof stormwaterrunoff andincreaseerosion,floodingandpollutioninthedownstreamwaterbodiesthatreceivethestormwater runoff.

Overtime,asTylergrewfromthedowntowncore,developmentwasallowedtooccupyfloodplainswiththefollowingconsequences:

• Reducedcapacityof thestreamtoconveystormwaterrunoff• Increasedstormwaterflowvelocitieswithinthemainchannelandincreasederosion

potential• Lossof waterqualitybenefitsprovidedbynaturalbuffersbetweendevelopedareasand

the stream• Lossof recreationalopportunitieswithinthefloodplain• Lossof aestheticqualityandpotentialpropertyvaluewithinthecorridor.

Communitiesareincreasinglyimplementing“bestmanagementpractices”forstormwatermanagementthatencouragepreservationof naturaldrainagesystemsand,wherepreservationisnotfeasible,encourageuseof naturalchanneldesignpracticestothedegreepossible,thusminimizingtheneedtolinechannelswithconcrete.

Tylerhaspreparedforimplementationof theEPAPhaseIIStormwaterRegulationsandiswaitingforthestategeneralpermittobeissued.Theseregulationsrequiremunicipalitiesinurbanized areas to implement programs to reduce pollution that is carried by stormwater (“non-pointsourcepollution”whichcontrastswithpollutionthatcomesfroma“point”likeafactorydischarge).Theprogramsincludepublicawarenessandpublicparticipationcampaigns,detectionandeliminationof illicitdischarges,controlof runoff fromconstructionsitesof oneacreormore,managementof post-constructionstormwaterrunoff,andpollutionpreventioninmunicipaloperations.Tyler’splanincludescreationof afee-basedservicetofundthePhaseIIactivities.

InTyler,currentregulatoryrequirementsfordrainageinfrastructurevaryaccordingtothesizeof thewatershed:

• Drainageareaslessthanone-half squaremile:pipeculverts,undergroundboxculvertsorconcrete-linedopenchannelsarerequired.

• Drainageareasbetweenone-half squaremileandonesquaremile:if thedevelopment’ssiteplanortheCity’scomprehensiveplanprovidesforit,theCity’sDevelopmentServicesengineermayallowthefloodplaintoremaininitsnaturalstate,withdedicationof thefloodplainplus100feetoneachsidetotheCity.

• Drainageareasoveronesquaremile:thefloodplainmaybeleftinanaturalstateasabove;thefloodplainfringemaybedevelopedaslongasthefloodplainitself isprotectedand



the100-yearfloodelevationisraisednomorethanonefoot;thestreammayberelocatedorreconstructedtoaccommodatedevelopment;lakesordetentionpondsmaybeconstructed.

• Theregulationsalsoprovidefor“innovative”drainageconceptsif approvedbytheDevelopmentServicesengineer.

Althoughpreservationof naturaldrainageispermittedinsomecasesintheCity’sregulatoryscheme,theregulationsdonotactivelyencouragetheuseof naturalchanneldesign.Inaddition,thesubdivisionregulationsdonotallowforinnovative,low-impactdevelopmentthatminimizesimpervioussurfacesandstormwaterimpacts.

DrainageinfrastructuretakesmanyformsinTyler.



STREET MAINTENANCETheTylerStreetDepartment,with48employees,isresponsibleforstreetmaintenanceonapproximately447milesof roadwaywithinthecitylimits.TheCitydoesnoregularmaintenanceonsidewalksbecausetheyarelegallythesoleresponsibilityof theabuttingpropertyowners,althoughlimitedsidewalkreplacementisperformedannuallybytheCitywith property-owner consent.

The department maintains an ongoing program to rate street conditions and a maintenance planiscreatedaccordingtothestreetratings.Inaddition,thedepartmentalsoperformsthefollowingservices:

• Utilityrepair• Valleygutterreplacement• Inletboxreconstruction• Treetrimming• Streetcleaningwithfourstreetsweeperseachdayandcompletionof 13cyclesinafiscalyear

• Right-of-wayclearingandmowing• Creekmaintenance

ThedepartmentalsotowsabandonedvehiclesonstreetsandassistsCodeEnforcementinmovingthemoff lots.In2006,over100abandonedcarsweretowedandintheCity’sNEWProgramthattargetsspecificneighborhoodsforcleanup,130carswereticketed.Thedepartmentclearsdebrisandmowsabandonedlots,placingalienonthepropertytopayfortheservice.

CODE ENFORCEMENTTheSolidWasteDepartmenthasbeengivenoversightof theEnvironmentalServices/CodeEnforcementDepartment.UntilrecentlyTylerhadonlyonecodeenforcementofficerandnowhasonlytwo,whichisstilltoofewforacityof Tyler’ssizeandextent.The

Tylerstreetsweeper



Citycurrentlyisdevelopingaplantoprovidemoreproactivecodeenforcementusingnewresources.

Becausecodeenforcementactivitieshavebeenverylimited,theSolidWasteDepartmentislookingatanumberof waystoimprovetheeffectivenessof codeenforcement,forexample:

• CodeenforcementtrainingforCityemployeesfromdifferentdepartmentswhowouldreceivecertificationandassistCodeEnforcementonapart-timebasis

• Useof theInternetforpublicity,education,andpotentially,aninteractivecodeenforcementworkshopsimilartooneimplementedbythecityof NorthRichlandHillsnearDallas

• AvolunteergroupsimilartoKeepTylerBeautifulbutfocusedoncodeenforcementliketheArlington(TX)CodeRangerprogram.

TYLER PUBLIC LIBRARYTheTylerPublicLibraryhasone50,000squarefootbuilding,constructedintheearly1980s,at201SouthCollegeAvenuein downtown Tyler. There are no branch libraries,butabookmobilespendsmorningsatFaulknerParkinfarSouthTylerandafternoonsattheGlassRecreationCenterin far North Tyler. Twenty-one full-time and 19 part-time employees staff the library. Thetotalnumberof borrowersin2006was21,767(lessthanoneperTylerhousehold)withcirculationof over222,000items.ArecentLeagueof WomenVotersstudyfoundthattheTylerLibraryisbelowbothstateandnationalaveragestandardsinanumberof categories,includinglibraryvisitspercapita,percapitaspending,percapitacirculation,andstaffing.

TheLibrary’scollectionincludesbooks,videos/DVDs,booksontape,magazines,newspapers,music,filmstrips,andartwork,aswellasspecialcollectionsongenealogyandlocal and regional history.2Sixtycomputersofferaccesstoofficesoftware,with17alsoconnected to the Internet. The library building includes a small auditorium for library and communityevents.

AllTylerresidentsandpropertyownersmayobtainafreelibrarycardandnon-residentsmaycheckoutitemsbypurchasingapunchcard($2-$10)andpaying$0.50peritem.Abooksbymailserviceisavailableonlytohomeboundborrowers,currentlyonly24activepatrons.Libraryservicesonlineincludeaccesstothecatalog,bookrenewal,accountmanagement,and access to the state library catalog.

2 2007holdings:216,699volumes(Books–182,088;Periodicals–453;AV–11,482;Databases–1;Electronicbooks–22,675).

TylerPublicLibrary



TheLibrarysponsorsavarietyof events,includingreadingclubs/bookdiscussionsforallagegroups;storygroupsforchildren;writers’workshops;authortalksandbooksignings;booksales;thePrintedPagePlayers,agroupthatreadsplaysaloud;taxassistance;andlectureprogramsonawiderangeof topics,includingAfrican-Americanhistory,globalwarming,foreignpolicy,andgenealogy.AFriendsof theLibrarygroupraisesmoneythroughdues,operationof librarycopymachinesandotheractivities.ItassiststheLibrarywithpromotionalitems,speakerfees,andsimilar“off budget”costs.

TheLibraryincreasinglyfacesspaceconstraints:thereisnolongerenoughroomforthelocalhistorycollectionorthechildren’scollection;thefictionstacksarenowoutof space;and there is no room to expand computers or other technology stations. The building hasinsufficientmeetingandstudyspaceandtheauditoriumlacksup-to-datepresentationequipmentandgoodacoustics.Newlibrarytechnologies,suchasRFIDtagsand“self-check”kiosksforcirculation,arealsoneeded.

Creationof branchlibrarieshasbeenarepeatedsubjectof discussionovertheyears,aswellastheideaof acountyormulti-countysystem.Concernaboutthecostof replicatingcollections,fundingbuildingsandstaff,andmorerecently,technologicalchangesinthewaypeopleseekinformation,hasresultedinadecisionnottoexpandthesystem.

TheLibrarydirectorandBoardhasproposedhiringaconsultanttoassisttheCityindevelopinganewandeffectivelibrarysystemthatmeetscommunityneedsforinformationand culture within the context of a changing information economy.

MUNICIPAL ROSE GARDEN, ROSE CENTER AND HARVEY CONVENTION CENTER COMPLEXTyler’sMunicipalRoseGardenwasopenedin1952andcontains38,000roses representing more than 500 species. The14-acregardenincludesavarietyof specialty gardens in addition to the rosegardens,includingademonstrationgardensponsoredbytheSmithCountyMasterGardeners.AdjacenttothegardenistheRoseCenter,whichincludesamuseum,shopandmeetingrooms.TheHarveyConventionCenter,alsoownedbytheCity,isafacilityof approximately30,000squarefeet with meeting rooms.

Severalothercommunityfacilitiesareatthesamelocationandservedbythesamelargeparkinglot.The

TylerMunicipalRoseGarden

HarveyConventionCenter



TrinityMotherFrancesRoseStadiumisownedbytheschooldistrict.TheEastTexasStateFairgroundsfacilitywilleventuallybevacatedbecausetheFairhasacquiredalargeparceljustwest of the city.

TheRoseCenterisanimportanttouristattractionforthecity.AlthoughtheHarveyConventionCenterissmallandneedsupgrading,itcontinuestoattractmeetingsandsmallconventionsorexhibitionsbecauseof thelackof othermeetingspaceinTyler.

PARTNERSHIPS WITH NONPROFIT ORGANIZATIONSTheCityhascontributedtoseveralSmithCountyagencies(publichealth,juvenileattention,humansociety,childwelfare),aswellassmallamountstocommunitygroupsandculturalorganizationsincludingHeartof Tyler,TruancyAbatement,TylerCivicTheatre,TylerMetropolitanBlackChamberof Commerce,TylerTeenCourt,DiscoverySciencePlace,theHispanicAlliance,PeopleAttemptingtoHelp(PATH),St.PaulChildren’sFoundation,theBrightandFairHome,theSmithCountyHistoricalSociety,theTylerEconomicDevelopmentCouncil,andtheTylerAreaConventionandVisitors’Bureau.Thesefundsareeitherpass-throughfundsfromthefederalCommunityDevelopmentBlockGrantfundingreceivedbytheCity,orcontributionsfromCitygeneralorhoteloccupancytaxfunding.

ASSET MANAGEMENT AND CAPITAL IMPROVEMENTSAssetmanagementinvolvestakingcareof thephysicalsystemsandstructuresownedbytheCityanditsagencies.Inordertomakethemostcost-effectivedecisionswhilemaximizingservice,managersneedtoknowhowmuchannualmaintenanceisneeded,theservicelifeof theasset,andhowitcanbecalculated.Answerstothesequestionscandrivedecisionsonwhetherandwhentomaintain,repairorreplaceassets.Anumberof softwaresystemsareavailablethataredesignedtokeeptrackof theconditionof assetsandsupportdecisionmakingaboutmaintenanceandreplacement.InTyler,thesystemstomanagethecity’sphysical assets reside in the departments with responsibility for particular assets and are notalwaysconnectedtotheCity’sGISsystem.However,theCityisnowusingbarcodetechnologytokeeptrackof manyitemsusedincitygovernment.

Similarly,Tyler’scapitalimprovementsprogrammingsystemissomewhatfragmented.Enterprisefundsplanandfundtheirimprovementsseparatelyfromtherestof citygovernment.ProjectlistsarepreparedfortheHalf CentSalesTaxBoard,whichcreatesanannualworkprogram.TheCapitalImprovementsDepartmentassignsprojectsonafive-yearprogram,butthepriority-settingcriteriaarenotalwayscleartoTylerresidents.



TYLER PUBLIC FACILITIES

1. FireStationNo.42. PoliceSubstationNo.13. WaterServiceCenter4. FireStationNo.65. FireStationNo.36. GoodmanMuseum/LeGrandGardens7. Maintenance/Warehouse&StreetsDepart-

ment8. SolidWasteDepartment&RecyclingCollec-

tionCenter9. TylerDevelopmentCenter10. CityHall11. NeighborhoodServicesandWaterUtilities12. PoliceStation13. TylerPublicLibrary

14. FireStationNo.115. MunicipalRoseGardenCenter16. HarveyConventionCenter17. FireAdministration18. FireStationNo.719. GoldenRoadWaterPlant20. FireStationNo.521. FireStationNo.822. FireStationNo.223. PoliceSubstationNo.224. SouthsideWastewaterTreatmentPlant25. Maintenance26. FireStationNo.9

Not shown: Westside Wastewater Treat-ment Plant

Source:CityofTylerGISdata



B. RecommendationsGOAL: 1. Continue improvements and extension of public safety facilities and

services to keep pace with growth.

ACTIONS:1a. Continue five-year plan cycles for facilities and services planning

in coordination with the Capital Improvement Program.

1b. Recruit a diverse workforce that reflects Tyler’s citizenry to the police force and fire departments.

1c. Build the proposed eleventh fire station and a third police substation in South Tyler.

1d. Identify a location and funding for a new fire and police training field.

1e. Create wireless hotspots in downtown and along major corridors to permit police officers to transmit information and data efficiently.

1f. Coordinate proposed new station locations with recommended Planning Department district plans for growth areas.

1g. Where practical, locate stations at recommended “village commercial” centers in growth areas in order to use public facilities to promote clustered growth.

AsTylercontinuestogrow,thepoliceandfiredepartmentswillneedtoexpandtheirfacilitiesandstaffs.ContinuinggrowthtowardsthesouthisexpectedtorequirepolicesubstationsintheOldJacksonvilleHighwayareaandtheShilohRoadarea.AdditionalresidentsindowntownandtheNorthEndplanningarea(includingWestTyler)arrivingastheseareasarerevitalizedmayalsoneednewpoliceandfirefacilitiesoverthenexttentotwenty years.

Newpoliceandfirestationsshouldbelocatedinwaysthatenhancethecreationof neighborhood centers. These public buildings can become anchors that attract neighborhood-servingbusinessesandclustersof development.

GOAL: 2. Become the regional water provider for Smith County.

ACTIONS:2a. Actively examine acquisition of investor-owned water utilities.Acquisitionof investor-ownedwaterutilitiesintheETJwillrationalizeandimproveserviceforresidentsandprovidethecity’sutilitywithfundsforextendinginfrastructureelsewhere.



2b. Expand infrastructure as an incentive for compact growth.Tylerhasfewtoolsitcanusetoshapeandinfluencethedirectionof growthintheETJ.Extensionof infrastructureisoneof thosetools.Watermainsandsanitarysewershavealreadybeenextendedwesttotheairport.Cityinterestinextendingitsjurisdictiontowards I-20 and promoting growth in that direction argues for extension of water supply infrastructure.

GOAL: 3. Protect the quality and quantity of Tyler’s drinking water supply.

ACTIONS:3a. Minimize impervious surfaces

and preserve public land for nature-based recreation at Lake Tyler.

3b. Ensure monitoring of septic systems near lakes to avoid failure and excess nutrients in the lakes.

LakesTylerandTylerEastarethecity’sprimarydrinkingwatersupplysources.BecausetheCityownsthelandaroundLakeTyler,ithasthecapacitytocontrolactivitiesthatcouldpotentiallypollutethewater.Inthelakessectionof theParksandRecreationChapter,thisplanrecommendsthattheremainingpubliclandthathasnotbeenleasedattheLakesshouldberetainedfornature-basedrecreationforthepublic,avoidingexcessiveimpervioussurfacesandactivitiesthatcouldresultinpollution.Similarly,septicsystemsinusenearthelakesshouldbemonitoredregularly.Excessnutrientscanseepintothelakesfromfailingsepticsystems,promotinggrowthof unwantedplantsand other organisms.

3c. Continue to implement water conservation by raising public awareness.

3d. Implement water conservation measures in all public facilities.

3e. Seek local or regional nonprofit partners for raising public awareness about long-term watershed planning.

Althoughthecitywaterutilitybenefitsfromsellingwater,itisalsoimportanttobeagoodstewardof theresource.TylerandEastTexasarefortunatetohavesubstantialwatersupplies,butasrecentexperiencehasshown,theareaisnotimmunetosignificantdroughts.Tylerconsumesmuchmorewaterpercapitathancommunitiesthathavelearnedtoconservewaterthroughnecessity.TheCityshouldencouragewaterconservationtobecomesecondnatureforallresidentsandbusinesses.GroupsliketheBoyScoutsandGirlScoutscanbecomealliesinpromotingwaterconservationandpublicunderstandingof watershedplanning.

Tyler’sdrinkingwatersourcesshouldbeprotectedfrompollution.



GOAL: 4. Become the regional sewer/wastewater treatment utility for Smith

County.

ACTIONS:4a. Acquire a location in the southern part of the county for a new

wastewater treatment plant, and land for additional plants as needed.

4b. Extend or improve infrastructure only within the city limits (existing or through future annexation) and acquire investor-owned utilities.

4c. Expand infrastructure in areas proposed for compact growth.SmithCountyhasahigherproportionof itspopulationlivinginnon-urbanizedareasthananyotherTexasCounty,andtheavailabilityof sewershapesthecharacterof growthinthecounty.Housesbuiltwithprivatesepticsystemsarerequiredtohaveaminimumhalf-acrelotsize.Smallerindependentsewersystemshavebeenbuilttoservespecificsubdivisions,lackexpansioncapacity,anddonottietogether.Sewerlinesarenotlaidunderthestreetbutintheright-of-way,necessitatinganexcessivelywideROW.Expansionof theTylersewerutilitywill allow for more orderly growth.

GOAL: 5. Maintain the City’s role as the regional landfill provider.

ACTIONS:5a. Continue phased landfill expansion.

5b. Continue reasonable pricing to discourage dumping.Tyleralreadyprovidestheregionallandfillandisintheprocessof expandingthelandfill.Inordertoencourageuseof thelandfillanddiscouragedumping–whetherinsidethecityorinruralareas–theCityshouldcontinuereasonabletippingfeesatthelandfill.

5c. Continue customized service.

5d. Continue annual household hazardous waste events.

5e. Work towards programs for community mulch and curbside recycling.

TheSolidWasteDepartment’scustomizedserviceisverypopular with Tylerites. The new household hazardous wasteannualeventbegunin2006provedtobeveryeffective,andshouldbecontinued.Inordertoenhancesolidwasteservicesandtakereusableandrecyclablematerialsoutof thewastestream,programsforcollecting

TheCityshouldconsiderinstitutingacurbsiderecy-clingprogramthatprovidesrecyclingbinsandpickupservicetoallcityresidents.



yard waste to be made into a community mulch opportunity and establishment of citywide curbsiderecyclingshouldbeevaluatedwithinthenextfivetosixyears.Citygovernmentalreadyrecyclespaperandotherwasteproducedinitsoffices.

GOAL:6. Minimize flooding, erosion and water quality degradation through

improvements to existing infrastructure and implementation of best management practices in growth areas.

ACTIONS:6a. Establish a priority ranking system to resolve existing drainage

problems.

6b. Review drainage plans and regulations and make changes as needed to promote preservation of natural drainage and use of natural channel design rather than hard-armored channels when possible.

6c. Encourage protection and integration of natural drainage features into the community through park systems and planned land use.

6d. Allow strategies that encourage infiltration of stormwater, such as pervious surfaces and directing rooftop runoff, where feasible.

6e. Seek local or regional nonprofit partners for raising public awareness about watershed planning.

Citiesacrossthenationhavebeensearchingforalternativestotraditionalhardscapesolutionsinsolvingtheirstormdrainageproblems.Commonapproachesincludevegetatedswalesandprotectionandenhancementof riparianbuffersandfloodplains.Theseapproachesareevenmoreeffectivewhenimplementedalongwithstrategiesthatkeepstormwaterrunoff outof thestormsewersystemaltogether,suchasperviouspavementanddirectingrooftoprunoff tovegetatedareas.Theseapproachesreducetheamountof stormwaterrunoff,rechargethegroundwaterandbaseflowforstreams,reduceurbantemperatures,improveurbanaestheticsandcommunitylivabilityandsavecapitalcosts.

Whereupstreamdevelopmentpracticescontinuetoincreasestormwaterrunoff volumes,theresultisgreaterstormwaterrunoff flowratesandvelocitiesthatleadtoincreasederosionof streambanks,finallyproducingmorefrequentflooding.Theconventionalsolution to this problem is to add hard structural measures to increase the drainage capacity withinthestreamchannel.Thesemeasuresinclude,butarenotlimitedto,theadditionof concretepilotchannels,completelyliningthechannelbanksandbottomwithconcrete.Whilethesestructuresmayreducefloodingfrequencyanderosionintheimmediateareatheyalsoexacerbatefloodinganderosiondownstream–displacingtheproblemsomewhereelse.AsTylerplansfornewgrowthanddevelopment,particularlyintheETJ,ithastheopportunitytoimprovestormwatermanagementandenhanceoverallqualityof lifethroughestablishmentof bestmanagementpracticesfornewdevelopment.The“downstream”areasmayeventuallybecomepartof theETJorthecityitself.



Currentbestpracticesemphasizethemanybenefitsof preservingnaturaldrainage:

• Floodplainsstorewaterduringbigstorms,reducingthevelocityof thewaterandreducingdownstreamflooding.

• Thenaturalfloodplainbufferbetweendevelopedareas and the stream mitigates nonpoint source pollutionfromthedevelopedareas.

• Treeconservation,parks,greenwaysandrecreationalareasinthefloodplainenhancethecommunity.

If preservationof naturaldrainageisnotpossible,bioengineered solutions for natural channel design arepreferable.Bioengineeringsolutionsusesoilengineeringandplantingstoincreasedrainagecapacity,reducestormwatervelocityandreduceerosion.UndertheCleanWaterAct,theU.S.ArmyCorpsof Engineers(USACE)willgenerallynotallowconcretelining of natural channel areas unless it can be demonstrated that there is absolutely no other option and the permitting process for concrete lining can be timeconsuming.Concreteliningisconsideredthemostdisruptiveoptionavailable.Althoughinitialconstructioncosts for a concrete-lined channel may be less than that of abioengineeredapproach,thecostsassociatedwiththemitigationrequirementsforaconcrete-linedchannelgreatly exceed options that allow for some self-mitigation within the channel based on the use of appropriately bioengineeredsolutions.Preservingthenaturaldrainagecorridorinordertoprovidestreambuffersaswellaserosionhazardsetbackzonesinareasof futuredevelopmentisaprudentsteptowardsmeetingthewaterqualitygoalsdictatedbyEPAPhaseIIstormwaterregulations.

Otherfindingsandrecommendationsinclude:

• Consideraddingerosionhazardsetbackrequirementsorstreambufferrequirements,asappropriate to the size of the drainage area.

• Considerincorporatingthe“10percentrule”toidentifypotentialdownstreamimpacts.Thisrulerequiresthatcalculationsof peakflows,velocitiesandhydrauliceffectsshouldproceed downstream to the point where the site drainage area represents 10 percent of thetotaldrainagearea.ThiswillallowtheCitytoidentifypotentialimpactsfromthedevelopmentandidentifyexistingdeficienciesearlyinthedevelopmentprocess.

• Considerencouragingnaturalchanneldesigninalldrainageareas.• Considerrevisingtheregulationssothatthedefaultlanguagereflectsapreferencefornaturaldrainageandnaturalchanneldesign,withcriteriaandrequirementsforreviewandapprovalswhennaturaldrainageornaturalchanneldesignisnotused.

Bioengineering:mechanically-stabilizedearthandplant-ings.



GOAL: 7. Keep existing streets and public places well maintained.

ACTIONS:7a. Develop a pavement management program connected to GIS with

criteria for priority ranking and clarity of criteria and priorities for greater public understanding.

Onetypeof infrastructurethateveryoneinTylerencounterseverydayisthestreetsystem.Streetmaintenanceandimprovementprogramsareof greatinteresttoresidents,buthowstreetprojectsarerankedandprioritizedformaintenanceandimprovementsisnotcleartothem.ApavementmanagementprogramconnectedtotheCity’sGIS,plusgreaterclarityaboutthedecisionmakingsystem,canenhancetheefficiencyandcost-effectivenessof theCity’sstreetmaintenanceprograms.

7b. Continue to maintain brick streets.Asnotedinearlierchapters,Tyler’sbrickstreetsareanintegralelementof itsidentity.Althoughthesourceof theoriginalbricksisnolongeroperating,theCityshouldconsidercreatingastockpileof bricksfromstreetswhereasmallportionof thestreetstillhasbricks(whileofferinghigh-qualitypavinginreturnfortakingoutthebricks).Coloredconcretepavershavenotprovedtobethebestsolution.TheCityrecentlyfoundasourceof brickswhichisexpectedtoprovemoresuitableformaintainingthebrickstreets.

7c. Create a Sidewalk Plan.AccordingtoTylerordinances,maintainingsafesidewalksisthesoleresponsibilityof theabuttingpropertyowner,thoughtheCitymayintervenetomakesidewalkimprovementsonitsowninitiativeorinresponsetoacitizenpetition.Becausethecreationof anattractive,connected,walkablecityisacentralgoalof thiscomprehensiveplan,moreattentiontosidewalksasacriticalelementof thecity’spublicrealmisessential.ASidewalkPlanshouldbeundertakenafterorinconjunctionwiththePedestrianandBicyclePlanrecommendedintheTransportationChapter.Thisplanshouldidentifyprioritylocationsforsidewalkimprovements,includingsidewalkwidening;sidewalkrepairs;newsidewalkswheretheyarediscontinuous;andnewsidewalksinneighborhoodswheretheydonotyetexist.

GOAL: 8. Enhance code enforcement.

ACTIONS:8a. Increase the amount of resources dedicated to a more proactive

code enforcement effort.TheCityrecentlyhastakenstepstoenhanceitscodeenforcementeffortsandtheseshouldcontinuewiththehiringof additionalofficersandtrainingof otherappropriateCitystaff toactascodeenforcementofficers.



8b. Provide a simple way for citizens and City employees to report code infractions, including an opportunity to get a response on what actions the City has taken, and publicize it widely.

Althoughcitizenscanreportcodeinfractionsnow,ahighlypublicizedspecificprogram,withreportsthroughtheWebandthroughatelephonehotline(andincludingSpanish-languageoptions),canbemoreeffective.Today,theCity’swebsiteexplainscodeinfractionsandprovidesaphonenumber.If residentsleavetheirnamesandcontactinformation,theyshouldreceiveastatementonhowtheCityfollowedupontheirreports.Thiscanbeapowerfulwaytodemonstrateresponsivenessandgetevenmorecollaborationfromresidents.

GOAL: 9. Continue and enhance efforts

to assure compliance with accessibility standards in both public and private facilities.

ACTIONS:9a. Provide guidance to the private

sector for ADA/TX Accessibility Standards compliance.

Moreguidancefortheprivatesectorisnecessary.TheDevelopmentServicesDepartmentgivessomeguidanceinsidewalkanddrivewaydetails,but a brochure that explains accessibility requirementsandwhereinformationcanbefoundwouldbebeneficial.Althoughprojectscostinglessthan$50,000donotrequireanaccessibilitypermit,theyarestillrequiredtoconformtothestandards.

GOAL: 10. Develop Tyler’s library system and

resources as an innovative source of information services and culture.

ACTIONS:10a. Develop a Master Plan for library

services and the library buildings.TheTylerPublicLibraryisatcriticaljuncture.Tobeeffectiveasatraditionallibrary,itneedsmorefacilitiesandprograms.Inordertobecomeaninnovativelibrarythatcanservethecommunityinavarietyof ways,itneedsathoroughstudytounderstandthemarket,likelyfuturechanges,theoptionsavailable,andtheirpotentialcosts.

Publicinformationmaterialscanhelpprivatedevelopersunderstandandapplyaccessibilitystandards.

TheTylerPublicLibraryisaculturalassetthatcanplayaroleindowntown’srenaissance.



10b. Make the library a key asset in the downtown Arts, Culture and Business Innovation District.

Thedowntownlibrarycanbeakeyassetintherenaissanceof downtownandshouldbeincluded in downtown planning.

GOAL: 11. Strengthen the tourism value of the Rose Center, Harvey

Convention Center and East Texas State Fairgrounds site.

ACTIONS:11a. Consider expansion of the Rose Center into a regional botanical

garden and model gardens center.

11b. Develop a site master plan for the Rose Garden Center, Harvey Hall and current East Texas State Fairgrounds site.

11c. Make short to medium-term interior improvements to Harvey Center while other options are under review.

WiththeEastTexasStateFairgroundssitesoontobevacated,theentirecomplexof buildingsattheRoseCentersiteshouldbereevaluatedforthebuildings’effectivenessas tourist attractions and meeting space and theircontributiontothecity’squalityof life.Asnotedinearlierchapters,althoughtheRoseGardenisveryattractive,thebuildings

andlargeasphaltparkinglotcouldbebetter.WiththeFairgroundssitesoontobeavailable,thereistremendouspotentialtodeveloptheRoseCenterintoamuchbiggerattraction,forexample,aregionalbotanicalgardenandmodelgardencenter.Asitemasterplan,feasibility,andmarketstudywouldprovideoptionswhilestillaccommodatingotheruses,suchasthestadium.Becauseof thegreatneedformeetingspaceinTyler,interiorimprovementstotheHarveyCenterintheshortandmediumtermwillupgradethatspace.

GOAL: 12. Continue partnerships with nonprofit organizations in social

services, arts and culture.

ACTIONS: 12a. Continue CDBG (federal) pass-through funding to the degree

possible.

12b. Consider implementation of a competitive process for a portion of available funding to promote innovation.

12c. Facilitate accountability and avoid duplication of services.

Thesoon-to-bevacantEastTexasStateFairgroundssiteofferstheopportunitytoexpandtheRoseGardenCenterintoaregionalbotanicalgarden.



12d. Coordinate funding to support key City objectives, such as revitalization of downtown.

TheCitydoesnotprovidelargeamountsof fundingtononprofitorganizations.However,itcanuseitsfundingpotentialtoencouragenonprofitstotryinnovativeprojectstoachievetheirgoalsandtoencourageefficientprovisionof services.Wherecityactionisimportanttoprovideincentivesor“primethepump”forrevitalization,suchasdowntown,CitycontributionstoorganizationssuchasHeartof Tyleraretobeencouraged.

GOAL: 13. Provide services and opportunities for senior citizens.

ACTIONS:13a. Survey retirees and senior citizens about needs.

13b. Work with educational and medical institutions and the Senior Resource Committee of the Chamber of Commerce to promote Tyler as a retirement destination.

13c. Develop a comprehensive plan with nonprofit partners for senior services.

AlthoughtheTylerAreaChamberdoesfocuseffortsonenhancingservicestoseniors,TylerdoesnothaveaCouncilonAgingorotherspecificmunicipalagencythatisfocusedonelderservices.However,thecityhaspromoteditself asaretirementdestinationandtheneedsof retireesandseniorcitizensshouldbetakenintoaccountinthedevelopmentanddeliveryof cityservices.Asurveyof seniorsabouttheirneedsorcreationof anadvisorygroupwouldhelpidentifythemostimportantareasforCityaction.Forexample,inmanycommunities,transportationtoshoppingandmedicalappointmentsisanessentialserviceforseniorswhonolongercanorwishtodrive.

GOAL: 14. Provide regional broadband Internet access.

ACTIONS:14a. Develop Wi-Fi service in downtown

and the medical district as Phase One of a citywide Wi-Fi system.

14b. Build on Wi-Fi currently available in the medical district area and planned public safety Wi-Fi system.

14c. Consider a long-term plan to extend service throughout the region.

Community-wideWi-Fiinternetserviceisfastbecominganewutility.Aspartof Tyler’sdowntownrevitalizationprogram,provisionof Wi-Fiinthedowntownandthemedicaldistrictcanbethefirstphase in a citywide program.

Wi-Fihotspotsindowntownandthemedi-caldistrictcouldbethefirstelementsofacitywideWi-Fisystem.



GOAL: 15. Make City facilities and operations a model of resource efficiency.

ACTIONS:15a. Evaluate costs of energy efficient systems and materials on the

basis of facility life-cycles versus initial cost outlay.

15b. Use recycled and locally-sourced content in municipal construction, where practical.

15c. Design municipal buildings to maximize energy efficiency by attention to ventilation, windows, site orientation, tree planting to the south and west, green roofs and similar strategies.

15d. Study the implementation of water conservation measures for all public facilities and services, including reuse.

15e. Consider the use of permeable surfaces when repaving municipal parking areas.

15f. Develop a procurement policy that minimizes use of toxic materials.

Municipalitiesareincreasinglyemergingasleadersinestablishingresource-efficientandsustainableoperations,managementandcapitalimprovements.Becausemunicipalitiesownandoperatetheirownbuildingsandotherphysicalassets,itmakessensetolookatthefulllife-cycle of these assets in the planning and design phases.

ManymunicipalitiesinTexashaveimplementedsustainableorgreenbuildingprogramsfortheirpublicfacilities.Someof themoreactivecitiesincludeAustin,Dallas,HoustonandFrisco.Recentlyimplementedprojectsincludefeaturessuchassolarthermalwaterheatingsystems,permeablepavinginparkinglots,orientationof thebuildingtominimizeenergyconsumptionforheatingandcooling,andrecaptureof stormwaterrunoff foruseasirrigation.

GOAL: 16. Meet city government space

needs by enhancing current facilities.

ACTIONS:16a. Renovate the interior of City

Hall and review space needs for city government.

CityHallisaveryattractivehistoricbuilding,butthepresentconfigurationof spacenolongerworkswell.TheCityCouncilmeetingspaceisinsufficientfor

CityHallneedsmanyinteriorupgrades,butrenovationsshouldpreservethebuilding’shistoriccharacter.



publicmeetings.CityHallspaceneedstobereprogrammedandcertainsystemsneedtobeupgraded:HVAC,mechanical,elevatorandaudio/video.Inaddition,itisimportantthatthehistoriccharacterof thebuildingbepreservedthroughrestorationof finishesandsimilarimprovements.Anoverallreviewof citygovernmentspaceneedsandlocationswouldbevaluableinthecontextof downtownrevitalization.

GOAL: 17. Establish a consolidated multi-year Capital Improvement Program.

ACTIONS:17a. Implement an integrated CIP process.

17b. Establish criteria for project ranking based on the Tyler 1st plan, best practices, resource efficiency, and community need.

AnintegratedCIPprocessthatincludesthecapitalimprovementprogramsof theenterprisefundscanprovideamoreholisticpictureof whereandhowtheCityismakinginvestments.Thepurposeof theTyler1stComprehensivePlanistoprovideasetof principlesanddecisionmakingtoolstoguidetheCityinmovingtowardsaconsensus-basedvision.AconsolidatedCapitalImprovementProgramwillprovidedecisionmakerswithaclearerunderstandingof howallof theproposedCityinvestmentscancontributetoachievingthevision.

Documents

11. Public Facilities and Services