Res 042-2025 Adopt Heart of the Falls Neighborhood Revitalization Plan 04/15/2025 Resolution No. 42-2025
Resolution adopting the Heart of the Falls Neighborhood
Revitalization Plan and directing City staff to develop approaches to
implement the strategies outlined
WHEREAS, the City Council has adopted the Strategic Planning Report intending
to Provide Quality Infrastructure through the objective to develop a Neighborhood
Redevelopment Plan and Program; and,
WHEREAS, the staff actively engaged the neighborhood through the aid of
community partners to include the neighborhood aspirations and goals for the program;
and,
WHEREAS, the City Council established the Central Wichita Falls Revitalization
Area Committee (CWFRAC) to discuss community needs and how to address them
through the researched programs and initiatives; and,
WHEREAS, at the CWFRAC meeting on April 1, 2025, the committee voted to
recommend presenting the Heart of the Falls Neighborhood Revitalization Plan to City
Council for adoption; and,
WHEREAS, the City Council wishes to accept the Heart of the Falls Neighborhood
Revitalization Plan, including guiding principles, vision statement, and direct the City staff
to develop approaches to implementing the strategies and programs.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY
OF WICHITA FALLS, TEXAS, THAT:
The City Council hereby adopts the Heart of the Falls Neighborhood Revitalization
Plan (Attached Exhibit B) and directs City staff to develop approaches to implement the
strategies outlined in the plan.
PASSED AND APPROVED this the 15th day of April 2025.
MAYOR
ATTEST:
OaAA-„ &i/-17--
City Clerk
Exhibit A — Heart of the Falls Neighborhood Revitalization
Boundaries Map
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City of Wichita Falls
Neighborhood Revitalization
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Heart of the Falls Neighborhood
Revitalization Plan
Last Revised 03/31/25
Purpose of the Plan
The Neighborhood Revitalization Area Plan seeks to rebuild trust between the City and the community,
integrate the ideas and aspirations of residents and stakeholders, and offer recommendations for
strategies and actionable steps to address resident concerns. It aims to foster community investment
while minimizing displacement and provide direction for future land use decisions.
Goals
Revitalization will be an ongoing, intergenerational process challenging current ways of living and
promoting continuous learning, unlearning, and action. Hope for the future lies in setting strategic goals
today to transcend legacies and co-create inclusive futures where all people are acknowledged,
respected, and protected. Our priority is to work together with citizens and move forward with shared
wisdom, experiences, and cultures in planning and development to ensure sustainability and equity for
future generations in this community.
• Identify locations residents and stakeholders'value for maintaining the neighborhood's cultural
character.
• Identify areas where change can take place to promote the progress of the neighborhood and the
broader community.
• Gather proposed ideas for future enhancements, including transportation, housing,connectivity,
parks,open spaces,and the overall quality of life in the community.
The Neighborhood: Existing Conditions
To drive the progress of a community through revitalization, it is essential to have a clear understanding
of its current condition. The term "community" refers to the buildings, places, and the people who live,
work, and spend time in the neighborhood. In the upcoming sections, we have gathered historical data
to present a snapshot of the neighborhood's demographics, including information about the residents,as
well as details about the existing buildings,their purpose,value,and construction permits.
Location
The Heart of the Falls Revitalization Area is an approximately 911-acre core, located in central Wichita
Falls. The area is bounded by Seymour Highway to the north, Kemp Boulevard to the west, Kell
Freeway to the south,and Brook Avenue to the east.
Central WF Revitalization Area
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570,285 0 670 1,940 1,710 6,280 2;860 : as cent.we Revitalization
Bound.
Figure 1
Socioeconomic Burden Indicators
The Council on Environmental Quality has published the Climate and Economic Justice Screening Tool
which collects Census data on tracts that are marginalized by underinvestment, overburdened by
pollution in disadvantaged communities in real time. The following information has been collected for
Census tracts 48485010800, 48485010700, and 48485011000, all located within The Heart of the Falls
Revitalization Area.
Low Income—86th Percentile (People in households where income is less than or equal to twice the federal poverty level,
not including students enrolled in higher education)
Energy Costs—94th Percentile (Average annual energy costs divided by household income)
Low Life Expectancy—85th Percentile (Average number of years a person can expect to live)
Asthma—56th Percentile(Share of people who have been told they have asthma)
Diabetes — 83rd Percentile (Share of people ages 18 years and older who have diabetes other than diabetes during
pregnancy)
Heart Disease—68th Percentile(Share of people ages 18 years and older who have been told they have heart disease)
Housing Cost—90th Percentile(Share of households making less than 80%of the area median family income and spending
more than 30%of income on housing)
Lack of Indoor Plumbing—69th Percentile(Share of homes without indoor kitchens or plumbing)
Lead Paint—89th Percentile (Share of homes that are likely to have lead paint)
Linguistic isolation—83rd Percentile(Share of households where no one over age 14 speaks English fluently)
Poverty—89th Percentile(Share of people in households where income is at or below 100%of the Federal poverty level)
Unemployment—67th Percentile(Number of unemployed people as a part of the labor force)
High School Education—23rd Percentile(Percent of people ages 25 years or older whose high school education is less
than a high school diploma)
Demo.raphics
A city is built and governed by the people it serves.To gain insights into various aspects of the community,
such as population,density, and racial composition,we utilized the 2020 Census data to generate visual
representations. It is important to note that the demographic data available at the time of gathering
information from the Federal Census Bureau was limited. Therefore, this report will focus on a specific
subset of the city's population and geographic area, providing a snapshot rather than a comprehensive
overview.
Population & Densit
Wichita Falls Re :talization Area Population
6476
95826
•Rest of Wichita Falls Revitalization Area
Figure 2
The revitalization area comprises approximately 6%of the total population of the city of Wichita Falls.
The Figures 3 and 4 below illustrate the population density within the city, indicating the number of
individuals residing in each Census Block. A Census Block typically corresponds to a city block,although
it may be larger in rural areas or due to unique land features.
Upon examining the entire city(figure 3), it becomes apparent that most city blocks fall within the first two
density ranges:0-38 and 39-153.The revitalization area covers a total of 900 acres with a density of 7.2
persons per acre. To provide a comparison, the combined area of University Park and Faith Village
amounts to 869.11 acres,with a density of 6.63 persons per acre.This comparison demonstrates that a
similar number of people reside in a relatively recent subdivision of comparable size located in a different
part of the city.
When zooming in on the revitalization area (figure 4), it becomes evident where the highest population
concentration lies.The three block groups with the greatest number of residents consist of an apartment
complex,a fraternity house, and an irregularly shaped city block with more homes than the standard city
block. Initially, the lot layout for the area allowed for approximately 16-18 homes per city block.
Hypothetically, if each city block housed 16 homes, each with two parents and two dependents, the
population would amount to 64 individuals per city block. This indicates that the revitalization area
generally has a low number of households, as most city blocks fall within the population range of 15-47
individuals.
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N Wichita Falls Population by Census Blocks kfil
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Race
The decennial Census acquires specific information about the population, one of which is race and
ethnicity. In order to provide some context, the following graph (figure 5)shows the city-wide top 4 race
populations for the Census years of 2010 and 2020. This allows to see the change in race over the past
decade. Overall,there was minimal changes in the race populations with a slight decrease in White Only
race and a slight increase in Black Only race,Asian Only race,and Hispanic Ethnicity.
Wichita Falls Population by Race
White
Black
Hispanic
Asian 1111
0 10000 20000 30000 40000 50000 60000 70000
■2020 ■2010
Figure 5
The Revitalization Area has a similar makeup and reflects similar minimal changes.
Revitalization Area Population by Race
White
Black
Hispanic
Asian
0 500 1000 1500 2000 2500 3000 3500
■2020 ■2010
Figure 6
Built Environment
To understand the current conditions of the revitalization area, it's important to consider the physical
surroundings that shape the neighborhood. The built environment encompasses the structures where
people live,work,and gather. In this section,we will identify the different types of structures,their current
values, and the investments made in them over the past ten years.
In the City's zoning ordinances, a distinction is made between residential and non-residential properties,
which guides development requirements. Single-family structures,known as a typical home and duplexes
are classified as residential properties. However, properties with three or more units, known as multi-
family uses, are considered commercial properties due to the higher number of people living in those
buildings. In the following map, we highlight the differences between residential, non-residential, and
multi-family properties and their locations throughout the Central WF Revitalization Area. By examining
the map, it becomes clear that a majority of the non-residential properties are situated along the major
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ACentral WF Revitalization Parcel Breakdown
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I Multi-Family Uses
All Other Uses
A"- _ Single Family Uses&Duplexes
0 _700 14100 3001" Revitalization Area
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Figure 7
roadways of the neighborhood, including Kemp Blvd., 9th St., loth St., Seymour Hwy., Brook Ave., and
Kell Blvd.
When examining the exact breakdown of parcels in the revitalization area, it reveals interesting insights.
Single Family uses dominate the total with 2,387 properties,accounting for 83.9%of the total properties
in the area. The second largest category is non-residential uses, comprising 412 properties (14.5%).
Finally,the multi-family category represents the smallest number of properties,with only 45 (1.6%).
It's important to note that the non-residential classification encompasses various civic uses, such as
churches, parks, and schools, in addition to commercial offices, retail stores, and medical offices.
**Data as of 2022
Revitalization Area Parcel Breakdown
3000
2500 2387
2000
0
0
u 1500
a 1000
412
0 _................................. 45
Single Family Uses&Duplexes Multi-Family Uses All Other Uses
Figure 8
The following three graphs provide insights into the property values within the revitalization area. These
graphs show the range of property values,as well as the typical valuations for each type of property. The
valuation of a property type is shown using both the mean and median values.
..................................................
Revitalization Area-Total Market Valuation
$180,000,000 $157,498,315
$160,000,000
$140,000,000
$120,000,000
$100,000,000 $93.331,,$05
$80,000,000
$60,000,000
$40,000,000
$20,000,000 $16,171,415
$0
Single Family Uses&Duplexes Multi-Family Uses All Other Uses
Figure 9
Revitalization Area Parcels-Average and Median Valuation
$400,000 $359,364.78
$350,000
$300,000
$250,000 $229,881.29_
$200,000 ...................
$146,675
$150,000
$100,000 .....................
�565;981:70—$62,339
$50,00 1.1. $31,685
1111118
$0
Single Family Uses&Duplexes Multi-Family Uses All Other Uses
•Average Market Valuation RP Median Market Valuation
Figure 10
Parcel Type Count Average Market Median Market Low High
Valuation Valuation
Single Family Uses& 2387 S65,981 S62,339 S3,361 S1,044,444
Duplexes
Multi-Family Uses 45 $359,364 $146,675 S16,742 S3,445,959
All Other Uses 412 $229,881 $31,685 $100 $23,245,652
Figure 11
Figures 10 and 11 display the average, median, and range of valuations for each parcel type. The
average represents the mean value of the parcels, while the median corresponds to the value of the
parcel at the 50th percentile. Notably, the average value exceeds the median value across the board,
indicating that the majority of properties are below the median value.
The gap between the average and median values directly relates to the concentration within the lower
end of the scale. Larger disparities signify a greater concentration in this lower segment.Among the three
parcel types,single-family homes and duplexes exhibit the most even value distribution.This observation
is sensible as these parcel types are more common in the revitalization area, resulting in a larger sample
size, and they generally have less variance in their values.
The highest-valued home is just slightly above $1 million, significantly lower than the highest valued
parcels of other types.Specifically,the highest multi-family use parcel is valued at about$3.5 million,and
the largest other use parcel commands a valuation exceeding $23 million. It is noted the largest other
use parcel is that of Old High school.
City-Wide Parcels-Average and Median Valuation
$400,000
$352,000
$350,000
_ $303,646
$300,000
$250,000
$200,000
$149,238 $147,777 $144,726
$150,000 $118,100
$100,000
$50,000 -
$0
Single Family Uses&Duplexes Multi-Family Uses All Other Uses
■Average Market Valuation I Median Market Valuation
Figure 12
Parcel Type Count Average Market Median Market Low High
Valuation Valuation
Single Family Uses& 19,337 $149,238 $118,100 $163 $1,729,595
Duplexes
Multi-Family Uses 267 $147,777 $352,000 $0 $14,899,000
All Other Uses 20,418 $303,646 $144,726 $10 $171,736,233
Figure 13
Figures 12 and 13 display the average, median, and range of valuations for each parcel type city-wide.
The highest valued home is just over$1.7 million dollars. The highest multi-family is $14.9 million and
the largest other use parcel comes in at$171.7 million dollars.
Compared to the revitalization area, the city-wide highest valued home is 66% higher. The highest
for multi-family and other type parcels are where we see the most astounding gap. Following the same
upward trend,the highest multi-family is 332%with the highest other type parcel in at 639%more than
that of the revitalization area.
The following graphs uses permit data to showcase the level of investment in the revitalization area
compared to the rest of the city. It examines the number of permits issued and the valuation of the work
covered by the permit.The permits are categorized into residential and commercial, followed by several
permit types, including new construction, remodels, and additions.This analysis sheds light on the level
of development and economic activity in the revitalization area as compared to the rest of the city.
# of New Home Permits (R1)
1000
900 863
800
700
600
500 466
400
300 217
200
100 15 15 ■ 15
0
Mar 2012 to Feb 2022 Mar 2017 to Feb 2022 Mar 2020 to Feb 2022
•City-Wide Neighborhood Revitalization Area
Figure 14
Valuation ($) of New Home Permits (R1)
180,000,000
160,000,000 154,246,159
140,000,000
116,727,657
120,000,000
100,000,000
80,000,000
60,000,000 55,931,884
40,000,000
20,000,000 1,060,000 1,060,000 1,060,000
0
Mar 2012 to Feb 2022 Mar 2017 to Feb 2022 Mar 2020 to Feb 2022
■City-Wide Neighborhood Revitalization Area
Figure 15
Figures 14 and 15 reveal that only 15 new home (R1) permits were issued in the revitalization area
between March 2012 and February 2022. Notably, all these permits were issued after March 2020,
indicating a lack of new home permits between March 2012 and March 2020 in the Revitalization Area.
Over the ten-year period from 2012 to 2022, the city as a whole saw 863 new home permits issued.
Despite comprising 6%of the city's population, the revitalization area accounted for just 1.73% of the
new home permits issued_
The combined valuation of the new home permits in the revitalization area amounts to $1.06 million,
resulting in an average value of$70,067 per new home. Comparatively, the city-wide average new home
permit valuation was$178,372 during the same period, which is over 2.5 times higher than the average
value of permits in the revitalization area. Consequently, the total valuation of revitalization area new
home permits represents only 0.7%of the city-wide new home permit valuation.
These numbers clearly indicate an extremely low degree of new home permit activity relative to the city
as a whole within the revitalization area.
Figures 16 and 17 give us information regarding the number of residential additions and their valuations
from the City as a whole compared to the revitalization area. Since March of 2012 permits for additions
have shown to be holding steady for the revitalization area at a rate of 1.8 per year while the city-wide an
average of 25.6 addition permits per year are obtained.
From March 2012 to February 2022 only 18 residential permits had been issued for the revitalization
area,compared to 256 city-wide. During a 5-year time from March 2017 to February 2022 only 8 addition
permits were issued giving the average of 1.6 per year while 115 addition permits were issued for the
City at the average rate of 23 permits per year. In the most recent findings from March 2020 to February
2022,a slight improvement is shown as 4 permits issued for the revitalization area with an average of 2
per year and 52 city-wide permits with the average of 26 per year.
Figure 15 clearly shows the economic hardship of the revitalization area compared to the city-wide
investment of additions. From March 2012 to February 2022, the valuation for the 18 addition permits
was$125,400 compared to$6,734,554 for the City.The average valuation on each addition permit in the
revitalization area during this 10-year span was$6,967 while the average City wide was$26,307. During
the last two years there has been a considerable increase in valuations for permits obtained city-wide at
an average of$37,593 while the average addition permit for the revitalization area dropped to$6,125.
# of Residential Addition (RAD) Permits
300
256
250
200
150 115
100
52
50 18 ■
8 4
0 A
Mar 2012 to Feb 2022 Mar 2017 to Feb 2022 Mar 2020 to Feb 2022
•City-Wide •Neighborhood Revitalization Area
Figure 16
Valuation ($) of Residential Addition (RAD) Permits
8,000,000
7,000,000 6,734,554
6,000,000
5,000,000
4,000,000 3,251,508
3,000,000
1,954,826
2,000,000
1_ 000 0 43,500 . 24,500
it
Mar 2012 to Feb 2022 Mar 2017 to Feb 2022 Mar 2020 to Feb 2022
■City-Wide n'Neighborhood Revitalization Area
Figure 17
The following two graphs clearly show the economic gap of the revitalization area compared to city-wide
residential remodels.
Figure 18 shows over a 10-year period from March 2012 to February 2022 city-wide residential remodel
permits averaged 418 per year with the revitalization area averaging only 19.9 a year.
# of Residential Remodel (RR) Permits
4500 4181
4000
3500
3000
2500
2000 1465
1500
1000
500 199 78 312
25
0
Mar 2012 to Feb 2022 Mar 2017 to Feb 2022 Mar 2020 to Feb 2022
•City-Wide Neighborhood Revitalization Area
Figure 18
Figure 19 takes a look at the financial valuations of these permits. Over the same 10-year period, the
average city-wide evaluation per permit was $9,335 while permits in the revitalization area averaged
$7,434. Looking at the most recent valuations from March 2020 to February 2022, for both areas
combined, the average residential remodel permit increased 150%. This is most likely from the
skyrocketing rate of inflation and building material costs.
Valuation ($)of Residential Remodel (RR) Permits
39,028,572.46
,C0o000
30000000
25000000
20000000 18,885,207.68
15000000
10000000 7.288,486
5000000 1.479.392.84 785,382 .165,1 DO
0
Mar 2012 to Feb 2022 Mar 2017 to Feb 2022 Mar 2020 to Feb 2022
■City-Wide Neighborhood Revitaiization.Area
Figure 19
The following graphs will provide information on the commercial aspect of the revitalization area
compared to city-wide commercial businesses and the valuation of those permits. Commercial
businesses in a residential area are rare, however, the revitalization area is not a typical single-family
neighborhood with only residential uses. This area has a broad array of uses giving this particular
neighborhood a unique opportunity to have more retail and commercial resources available to the
community.
Figures 20 revels from March 2012 to February 2022 66 commercial business permits were issued city-
wide and only 2 permits for the revitalization area.
# of Commercial Business (CB) Permits
70 66
60
50
40
30 25
20
10
10 2 2 -
0
0
Mar 2012 to Feb 2022 Mar 2017 to Feb 2022 Mar 2020 to Feb 2022
■City-Wide a Neighborhood Revitalization Area
Figure 20
Figure 21 shows us the average valuation on commercial business permits city-wide was$3,742,952
compared to only$537,500 in the revitalization area.
Valuation ($) of Commercial Business (CB) Permits
300,000,000
247,034,846
250,000,000
206,706,608
200,000,000 179,768,887
150,000,000
100,000,000
50,000,000
1,075,000 1,075,000
0
Mar 2012 to Feb 2022 Mar 2017 to Feb 2022 Mar 2020 to Feb 2022
■City-Wide Neighborhood Revitalization Area
Figure 21
Figures 22&23 display information for commercial remodel/additions city-wide and for the revitalization
area.
Figure 22 shows in the 10-year period from March 2012 to February 2022, 13 commercial
remodel/addition permits were issued city-wide, and only 2 issued in the revitalization area. Furthermore,
figure 23 shows us the average valuation per permit was $254,787 city-wide and $37,426 in the
revitalization area.
Graph figures 24&25 show the commercial addition permits and their valuations as well.
Figure 24 shows us during the time from March 2012 to February 2022, seventy commercial addition
permits were issued city-wide averaging 7 permits per year. The revitalization area had only 2 permits
for that same 10-year span.
Figure 25 shows us the valuation of the average permit city-wide to be$758,917 versus only$17,300 in
the revitalization area. The 97.7% gap is indicative of small businesses and "mom & pop" commercial
businesses located within the revitalization area that could benefit from city resources and tools to raise
the level of investment in this area. These businesses impact the neighborhood and can attract
households that will boost property values, therefore starting a contagious pride in the revitalization of
the neighborhood.
# of Commercial Remodel/Addn. (CRA) Permits
14 13 13
12
10
8
6
4
4
2 2
2
0
0
Mar 2012 to Feb 2022 Mar 2017 to Feb 2022 Mar 2020 to Feb 2022
■City-Wide Neighborhood Revitalization Area
Figure 22
Valuation ($) of Commercial Remodel/Addn. (CRA)
Permits
3,500,000 3,312,227 3,312,227
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
466,375
500,000 74,852 74,852 -
0
0
Mar 2012 to Feb 2022 Mar 2017 to Feb 2022 Mar 2020 to Feb 2022
■City-Wide Neighborhood Revitalization Area
Figure 23
# of Commercial Addition (CAD) Permits
80
70
70
60
50
40
30 21
20
10 2 1 0
a
Mar 2012 to Feb 2022 Mar 2017 to Feb 2022 Mar 2020 to Feb 2022
•City-Wide Neighborhood Revitalization Area
Figure 24
Valuation ($) of Commercial Addition (CAD) Permits
60,000,000 53,124,217
50,000,000
40,000,C O
3C, 00,,
18,346,473
20,0=:,C 00
lii r;r,
346,000 250,000 2,404,000 0
Mar 201.2 to Feb 2022 Mar 2017 to Feb 2022 Mar 2020 to Feb 2022
•City-Wide Neighborhood Revitalization Area
Figure 25
Zoning
The largest zoning district in the neighborhood is Single Family Residential—2(SF-2), which is mainly in
the center of the revitalization area and allows for single-family dwellings by right, duplexes, and limited
multifamily residential uses with an approved conditional use permit.
Other zoning districts found inside the area are Multi-Family Residential(MFR), Limited Commercial(LC),
Commercial Corridor (CC), General Commercial (GC), River Development District (RDD), and Brook
Avenue District (BA). Although many in the community are not supportive of additional higher-density
housing in the revitalization area, residents understand that multifamily uses are already conditionally
allowed and will likely develop with multifamily housing in the future.
'Zoning 1r ISingle Family 1 -
Single Family 2 L
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Revitalization Area-
Zoning Map
Legend
®Revualbarion Area
Pumels
Revitalization Area Properties Breakdown
Parcels by Zoning Districts
Brook Avenue (BA)- 16 Multi-Family Residential(MFR)-8
Commercial Corridor(CC)-59 General Commercial(GC) -222
River Development District(RDD)-4 Limited Commercial (LC)-329
Single Family-2(SF-2)-2205
Parcels by Property Types
Single Family/Duplex—2383 Vacant—156
Multi-Family—44 Parking Lots—29
Office—68 Institution/Civic-25
Retail—60 Services-51
Public Engagement
At the heart of the engagement effort, staff wanted to have the revitalization goals to be driven by
community input.The priority was to provide an accessible, inclusive method of exchanging information
with the community. The efforts began by coming up with a method to allow for receiving a diverse range
of opinions and backgrounds.
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The staff decided that a grassroots approach would be the most effective in obtaining diverse input. Staff
believed that conducting surveys and organizing public engagement meetings would be the best
approach to gather the community's values and aspirations. The surveys and meetings were designed
to capture the broader values and characteristics of the community that could benefit from intervention,
as well as identify any negative aspects that needed to be addressed.
A series of surveys were made available on the City's website, and a public meeting was organized as
part of the engagement process. The venue for these engagements was deliberately selected within the
revitalization area to maximize accessibility for the community. As a result,a partnership was formed with
Floral Heights United Methodist Church, which allowed City staff to set up multiple sessions on two
consecutive Saturdays. During these sessions, staff engaged with the public, discussing the survey
questions to identify the common values held by the community.
Meeting Date: Saturday,September 11,2021
Question 1:What are the positive attributes or values of the neighborhood that should not be changed?
Question 2:What are the attributes or values of the neighborhood that should be improved?
Question 3:What are the detrimental attributes or values of the neighborhood that should be addressed?
Question 4:What is missing in the community?
Question 5:What would you like to see as a result of the program?
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Question 1:What does your ideal community consist of?
Question 2: How do you envision your neighborhood being transformed into your ideal neighborhood?
Question 3: How can your neighborhood benefit from City involvement?
Question 4:What does that involvement look like to you?
Question 5:What are your expectations for the program?
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The responses to the questions asked during these meetings gave staff a clear understanding and
direction of what the community desired,a safe,inclusive,and well-maintained neighborhood with strong
community ties is the goal. The vision includes diverse housing with sound structures, active neighbors,
and a sense of pride in homeownership. Priorities include revitalizing old buildings instead of constructing
new ones, preserving natural beauty,and improving walkability through expanded public transportation.
Infrastructure updates such as better sidewalks, streetlights, drainage, and road repairs are essential.
The community seeks to eliminate abandoned properties, increase green spaces, and support
homeowners—especially the elderly, disabled, and low-income residents—with repairs and security
improvements.
Enhanced city code enforcement, neighborhood watch programs,frequent bus routes, and more police
patrols in the evenings would contribute to safety. Additionally, promoting new businesses in vacant
spaces and fostering community activities would create a more vibrant and connected neighborhood.
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Vision Statement
We strive to cultivate and nurture a community that is dedicated to preserving the people, places, and
character of the neighborhood by advancing opportunities for the community to grow, gather, connect,
and thrive in safe and clean public spaces, businesses, and homes.
Guidin• Values
1. Preserve the existing structures,trees, people, and community.
2. Advance the opportunities to improve the quality of life and places in the community.
3. Connect the community's people and organizations to foster unified growth.
r•lementation
In the engagement meetings, one key concept that continued to rise to the forefront at the end of each
meeting was the need to follow through with efforts to restore the neighborhood. The community all
expressed gratitude for the conversations and the meeting, but it was the action they all wanted. The
action steps created range from the objective they strive to meet as well to the resources and effort
needed to put the action into place.
The following items and matrix were put in order based on the availability of resources and potential for
immediate impact on the community The action steps and subsequent timelines were based on the
guiding values gathered from all input received.The process, resources,and approvals to put each action
into place may vary from item to item.
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Previous Planning Efforts
• Additional Code Enforcement Staff-One of the items addressed by community members is the
overall cleanliness of the community. Multiple residents pointed to specific instances of trash on
properties,yards that are not maintained, and inoperable vehicles parked in the yard,the
dedication of a code enforcement officer assigned to the area will expedite the identification and
remediation timeline of any violations.
• Improvements Bridwell Park—With Community Block Development Grant to funds improvements
such as the multi-purpose court,new solar lighting, and newfunctioning water fountain have been
installed in the park.
• Create branding opportunities - In order to have a collective movement for revitalization, it is
important to have a single symbol or identity to stand behind. Survey's gathered during the
Bridwell Park Neighborhood Block Party gave the community a chance to identify themselves by
selecting from multiple choices and open write-in space for a name so that we can begin to create
markers around the community to further that association with the brand.The Heart of the Falls
was selected as the name for the neighborhood.
Goal:
n To give a positive identity to the area that will foster placemaking opportunities,
and showcase the neighborhood's rich culture and history.
Neighborhood Revitalization Stakeholder Committee
On May 7th, 2024, the Wichita Falls City Council passed and approved Resolution No. 45-2024 to
establish and appoint members to a Central Wichita Falls Revitalization Area Committee to represent the
community,provide input to staff,and make recommendations to the City Council for implementing plans
and programs as part of the City's Neighborhood Revitalization Program. The Committee is made up of
residents, business owners, representatives of the art community as well as the City Councilor for
Districts 1 and 2.
Since the establishment of the Committee, community engagement meetings have been held
consistently every two weeks to discuss topics before voting on recommendations to be incorporated into
the Neighborhood Revitalization Plan.
Vision 20/20 Plan
The Vision 20/20 Plan provides strategies for diversifying the regional economy, guiding development,
addressing community image, revitalization of the downtown area,enhancing the City's ability to compete
and incorporating existing plans related to these efforts. Click here to view the Vision 20/20 Plan
Wichita Falls Strategic Plan
The Strategic Plan for the City includes four strategic goals supported by a total of 32 specific objectives.
The strategy map is a graphical depiction of the organization's overall strategy regarding its vision,
mission,values,strategic goals,and key operating objectives. It serves as a quick reference guide to the
plan and is a useful tool for organizing and aligning business plans, budgets, and people supporting the
strategy. Click here to view the City of Wichita Falls'Strategic Map
Parks Masterplan
The Parks Master Plan is a comprehensive study of the City's parks,trails, open spaces, recreation and
park facilities, programs, demographics, growth trends and future needs as related to the areas
addressed in the study. The plan also includes goals, objectives, prioritization, and implementation
recommendations. The intent of the Parks Master Plan is to provide the framework to continue the
fulfillment of the mission statement of the Parks and Recreation Department which is to provide the
citizens of the city of Wichita Falls with highest quality park and recreation facilities and activities that are
geographically and demographically accessible and serve a diversity of interests. Click here to view the
Parks Masterplan
Metropolitan Transportation Plan
The Metropolitan Transportation Plan (MTP) is a long-range planning document that the MPO develops
to identify a set of projects and programs to enhance all modes of travel in the region.The MTP identifies
projects and policies for implementation by the WFMPO over the next 25 years.This edition spans years
2020 through 2045.Click here to view the Metropolitan Transportation Plan
Where We're at Now
Ongoing Revitalization Efforts
After many meetings with staff,citizens,and the Neighborhood Revitalization Committee huge
strides have been made in creating a foundation for the neighborhood.
Staff, along with input from the stakeholder committee, has drafted several plans to help guide
revitalization on the area.
Neighborhood revitalization is a multifaceted process and goes beyond simple redevelopment; it involves
a comprehensive approach that addresses various aspects of community life. This includes economic
development, housing improvement, infrastructure upgrades, social services and cultural enrichment.
Enhancing existing infrastructure and adding new bike paths, sidewalks, and crosswalks to support all
modes of travel. A lack of sidewalks and bike facilities makes it difficult or impossible for residents to
safely walk or bike beyond the community's edges.As a result,residents are disconnected from essential
community services.The Heart of the Falls Revitalization Area lacks a grocery store and contains only a
handful of places to obtain food of any kind.
Prioritize investment in and upkeep of valued community assets, including parks and recreation centers.
Empower neighborhoods with funding for home repairs and support for developing community projects.
The ultimate goal for City staff, through the collective efforts of residents, local authorities, and various
stakeholders, is a journey toward revitalization, becoming a shared commitment to help create a vibrant,
inclusive,and resilient community where residents can thrive.
Action Steps
Preservation
The core value of preservation stems from the appreciation of the existing, and the need to hold onto the
history of the neighborhood. When viewing revitalization through the value of preservation, the built
environment quickly became a priority for the community and staff. The action steps created by staff will
maintain the built environment, and ensure there is an avenue to aid in Preserving and promoting the
cultural identity of a neighborhood.
• Property Maintenance Code - In order to preserve the existing structures and prevent further
deterioration of existing housing and commercial stock. A property maintenance code will need
to be adopted to create a baseline of an acceptable level of maintenance. The maintenance code
will focus on commercial and non-owner-occupied properties to ensure those properties are
providing a safe and clean structure to the tenants.
Goals:
o Address issues like garbage accumulation, rodent infestation,structural hazards, and
unsafe electrical or plumbing systems that could pose health risks.
0 Regulate the maintenance of existing buildings and properties.
o Address overgrown vegetation and manage exterior appearance to enhance
neighborhood aesthetics.
o Prevent inoperable vehicles from deteriorating and causing blight on properties.
o Prevent future deterioration of structures in the revitalization area.
• Design Guidelines—For those participating in the NEZ program incentives will follow established
guidelines to shape the appearance and character of new housing developments, ensuring they
align with the needs, preferences, and identity of both current and future residents.
Goals:
o Ensure that the preferred home styles and designs are constructed, renovated, and
preserved within the revitalization area.
Advancement
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Neighborhood revitalization strives to breathe new life into the community. The core value of
Advancement was selected based on input on a lack of opportunities to grow and rejuvenate the
community. The action steps will seek to empower the community with the needed tools to create this
new life.
• Create a street light tree clearing program - Safety was a major concern during the public
engagement, and a specific aspect to deter criminal activity was identified. Adequate lighting at
night has been shown to prevent low-level thefts and vandalism. Staff will be working to identify
existing lighting in the revitalization area and remove any natural blockage of that lighting.
Goals:
a Assist residential homeowners in removing dangerous trees
• Improve Bridwell Park-The value of Advancement speaks to the age and condition of Bridwell
Park and the public's interest in pursuing improvements to the park.Staff will be working with the
Parks Department and Neighborhood Resources Division to discuss the applicability of the
Community Block Development Grant to fund on-going improvements.
Goals:
o Murals on the multi-purpose courts,pavilion and restroom
o Install more solar lighting at the park for safety
o Improve the baseball field and install solar lighting
o Replant trees to replace those that have died and been removed
• Create Neighborhood Empowerment Zone(NEZ) -The City has seen success from incentivizing
development downtown. The community felt there should be a similar effort to promote new
growth and development within the revitalization neighborhood.A NEZ promotes growth in a
designated geographic area by waiving certain city fees related to development and construction
as well as an abatement of Ad Valorem taxes.
•
A Neighborhood Empowerment Zone (NEZ) that contains incentives for property owners and
developers has been drafted and has a Neighborhood Revitalization Design Guidelines to
accompany it. A Property Maintenance Code has also been drafted specifically for the
Neighborhood Revitalization Area.
Goals:
o Offer incentives,adjusting permit fees,addressing liens,and implement tax abatements
to help attract new businesses to the area to meet residents' basic needs.
o Incentives for the construction and renovation of infill housing aim to diversify the
housing stock while preserving the architectural character of the surrounding homes.
o An increase of 10%in permits,excluding new residential and commercial structures.
• Bright Nights, Safe Streets Initiative—Improve the safety and well-being of residents by
reducing opportunistic rcimes.
Goals:
o Ensure every single-family residence has an operable front porch light
o Provide every single-family residence with a doorbell camera that is registered
with the City of Wichita Falls Police Department
• Secure Steps&Rides Initiative- Enhance sidewalks and bike lanes to improve accessibility and
safety for pedestrians and cyclists.
Goals:
o Add bike lines to connect the CWFNRAto Lucy Park and the 25-mile City's Circle Trail
o Work with the Bike Friendly WF Coordinator on pedestrian and cyclist audits and funding
opportunities for improvements
• Create a large load trash pick-up program-The quality of life of residents can be improved by
the addition of city services.The ability for property owners to have large trash items picked up
from their curb will boost the mentality of a maintained community.The city will work to create a
new sanitation program to allow property owners to enroll and take care of their properties.
Goals:
o Improve the quality of life for residents by adding city services
o Boost the mentality of a maintained community by having large trash items picked up by
City Sanitation Department
• Amend the Zoning Ordinance — By expanding the General Commercial (GC) and Limited
Commercial (LC) zoning in multiple areas, reducing setback requirements, eliminating parking
requirements for all non-residential uses, and eliminating minimum lot size requirements for
ADU's currently zoned Limited Commercial (LC) will allow for broader uses for future
development.
On February 4', 2025 the Neighborhood Revitalization Committee unanimously voted to recommend the
following zoning amendments within the Central Wichita Falls Neighborhood Revitalization Area as an
element of the neighborhood plan:
• Eliminate parking requirements for all non-residential uses
• Eliminate the 10,000sf. Minimum lot size requirements for Accessory Dwelling Units(ADU's)
• Require 1 parking stall for Accessory Dwelling Units(ADU's)
• Allow for alternative paving material,e g.,gravel,for accessory dwelling unit parking requirements
• Amend setback requirements to both residential and nonresidential uses fitting with the current
built environment to allow for the expansion of developable area
• Extend the General Commercial (GC)zoning district that is currently Limited Commercial (LC)
zoning district on 9'h and 10'h Street,from Polk Street to Kemp Boulevard
• Extend Limited Commercial (LC)zoning to cover the gaps currently zoned Single Family-2(SF-
2) Residential on the west side of Harrison Street from Avenue C to Avenue F
• Extend Limited Commercial (LC)zoning to cover the gaps currently zoned Single Family-2(SF-
2) Residential on both sides of Monroe Street from Avenue E to Avenue H
• Rezone the Commercial Corridor(CC)zoning district to General Commercial(GC)zoning district
• Extend the Limited Commercial (LC)zoning district along the east side of Kemp Boulevard from
81h Street to Seymour Highway
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It's been said, "More hands make less work". It is this idea that brought the third value to the forefront.
The goal of the third step is to create partnerships to educate and cooperate for the betterment of the
neighborhood. Moreover, engaging residents in decision-making processes empowers them to actively
contribute to the transformation of their neighborhood. Strong social ties and a shared vision for the
community are essential for the sustained success of revitalization initiatives. The following action items
are to:
• Create partnerships with non-profit organizations - Partnerships are one method to combine
efforts and resources to achieve a common goal. Creating joint opportunities offers a new level
of support for individuals and organizations,therefore, reducing duplication of efforts and efficient
use of resources. A roundtable meeting to discuss efforts and can create formal or informal joint
efforts to resolve concerns within the community.
• Promote the use of Access Wichita Falls Mobile App - The city currently has a smartphone
application that connects citizens to staff. Access Wichita Falls allows the public to identify
concerns and forward them to the appropriate staff. The application will allow the use of photo
submission and GPS data to better identify the concern.An initiative to make this service known
to the general public can be coordinated through the City's Public Information Office.
• Provide bi-annual public information fairs - During conversations had at the public engagement
meetings, many stakeholders were unaware of current programs in place to benefit the
community. Staff put together a trial information fair hosted by Floral Heights United Methodist
Church. At the fair representatives from the Neighborhood Resources, Code Enforcement,
Library, Health Department, and Police Department attended and spoke with the community to
offer information on services available to residents. Staff received positive feedback from the
event and the request for continual efforts to make the community aware of the programs. By
establishing a recurring event, the public can plan on being able to attend an upcoming fair and
learn about services available to them.
• Promote neighborhood associations- In order to meet the needs of the community,often there is
a need to create a new level of service providers. For community revitalization and strengthening,
an association can provide another layer to meet that need.An association can also offer specific
services not available from a municipality and has options of resources available to meet the
mission of the association.
Goals:
o Provide a means for members to organize interests and pursue collective action.
o Ensure the neighborhood has adequate amenities and services to give the desired quality
of life,while also providing local government officials with residents'input
• Collaborate w/WFISD on the future of Old High - A cornerstone for the revitalization area has
been the presence of Old High at the heart of the neighborhood. As the future of high school
students takes them away from Old High,the future of Old High and surrounding properties will
affect the community for the foreseeable future. A strong connection between WFISD
administration and the community will ensure public insight into the development and strengthen
the ties to the future of the property.
The Implementation Plan
Implementation
The City Council reaffirms its dedication to the neighborhood revitalization efforts by officially
incorporating the initiatives into the Heart of the Falls Neighborhood Revitalization Plan. Like other city
plans,this serves as a policy guide rather than a legally binding commitment to specific actions. However,
as a guiding framework, it should encourage action and foster collaboration among various partners. It
aims to unite city staff, neighborhood associations,the private sector, nonprofits, churches, and schools
invested in the community.
City Guidance
Various City boards and commissions will refer to the Heart of the Falls Neighborhood Revitalization Plan
for guidance on neighborhood-related matters. The Planning and Zoning Commission will assess
whether requests/cases submitted to them align with the plan's recommendations. The Parks and
Recreation Board will take the neighborhood's priorities into account when making decisions about parks,
particularly Bridwell Park and open spaces.Additionally, City staff will use the plan as a reference when
evaluating projects and programs
Identity&Branding
During the planning process, residents of the central Wichita Falls revitalization area shared their
cherished memories and the aspects of the neighborhood they appreciate. Establishing a strong and
positive identity for the area is essential in drawing new residents and businesses. The City will partner
with the Wichita Falls Alliance for Arts and Culture on branding and present to the neighborhood for public
branding selection.
Budgeting
Annually, every City department prepares a budget outlining its priorities for the upcoming year in
alignment with the Strategic Plan for the City,adopted by City Council. By highlighting the strengths and
aspirations of the Heart of the Falls neighborhood, City departments can better prioritize projects that
address its needs.This includes planning for capital improvements,allocating resources from grants and
the general fund,and utilizing non-monetary resources.
Possible funding sources available through other city departments may be directed to neighborhood
revitalization. The prioritized projects will help other departments understand the areas of highest needs
during implementation. With increased collaboration among staff, there will be opportunities to share
resources and strategically utilize program funds that would not have been possible without the plan in
place.
Outside Agencies&Organizations
Agencies and organizations outside of City government will play a vital role in implementing the Heart of
the Falls Neighborhood Revitalization Plan. When seeking public input,they can refer to this document
as a clear representation of the neighborhood's vision and desired direction.
Tracking
The implementation of the Heart of the Falls Neighborhood Revitalization Plan will be heavily monitored.
Some initiatives are expected to be completed quickly, other initiatives, particularly those requiring
additional funding, may take longer to schedule. Even so, the progress of every proposed action will be
tracked.
The Plan Implementation Table offers a convenient way to review the plan's implementation status,listing
each proposed action along with its strategy statement and expected timeline. This table will be updated
as project statuses change and/or new information becomes available. Additionally, a regular update
report summarizing the overall implementation progress will be presented to the City Council as.
Updates
History has taught staff for a neighborhood plan to remain effective, it must be periodically updated to
reflect changes within the community.The Heart of the Falls Neighborhood Revitalization Plan should be
reviewed annually.The Planning Department staff will conduct these reviews, update the status of action
items,and consider potential additions or amendments.They may also appoint a subcommittee to assist
in the process if the Wichita Falls Central Neighborhood Revitalization Committee is not available or has
disbanded. However, just as the original Wichita Falls Central Neighborhood Revitalization Committee
represented a diverse range of neighborhood interests, the update subcommittee should do the same.
Over time, if significant changes are needed, a formal amendment to the plan may be required. The
frequency of such updates will depend on how much the neighborhood's conditions have evolved but
should be no less than five (5)years.
Conclusion
Revitalization is an ongoing process that requires sustained effort and dedication; it cannot be achieved
overnight.The future is not defined by a singular vision but by a collective of imagined possibilities shaped
by individuals from diverse backgrounds—encompassing different races, abilities, cultures, and
socioeconomic statuses. Staff remains committed to eliminating biases in community planning, amplifying
voices from the margins, and fostering a grassroots approach to collaborative creation.
Building a stronger future begins with empowering individuals and actively engaging them in shaping
their shared destiny.
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Implementat420 Matrix x Goal Term 4Completion,
INITIATIVE:District Identity& Branding
Strategy:To give a positive identity to the area that will foster placemaking opportunities,and
Short Late Spring 2025
showcase the neighborhoods rice culture and history
•Survey for community to select name for the neighborhood
•Wichita Falls Alliancefor Art&Culture will provide 3 draft designsfor public neighborhood selection
•City Council to approve identity&Branding
INITIATIVE:Neighborhood Empowerment Zone (NEZ)
Strategy:To stimulate economic development and improve the quality of life within a designated
Moderate,Ongoing Late Summer 2025
area by encouraging private investment in housing,businesses,and services through incentives
•Offer incentives,adjusting permit fees,addressing City lien waivers,&implementing tax abatements
•Work with Wichita Appraisal District on City tax abatements for reinvestment in the neighborhood
•Develop financial programs to incentivize the redevelopment of vacant structures
•Improve the quality of social services,education,and public safety in the NEZ
•Create an application packet and process
•Promote the creation and/or rehabilitation of affordable housing
•Create and establish an internal workflow to oversee and manage the NEZ program
•Actively promote the NEZ program to potential investors,developers and residents
INITr` IVE:Neighborhood Retalization Area Design Guidelines
Strategy:Create guidelines to preserve the original design characteristics Moderate,Ongoing Late Summer 2025
•Establish guidelines to shape the appearance and character of new&rehabbed housing
developments,ensuring they align with the needs,preferences,&identity of current&future housing.
•Create guidelines to determine whether NEZ incentives will be awarded to specific projects
•Enhance neighborhood amenities,like existing parks and open spaces,to attract people to the
neighborhood
•Lay the groundwork for positive communication regarding applicants and applications
INITIATIVE:Neighborhoollintalization Property Artenance
Code
Strategy:Establish a minimum standard for the upkeep and maintenance of structures and
properties within the neighborhood revitalization area Moderate,Ongoing Late Summer 2025
•Ensure health,safety,and welfare by regulating conditions that could negatively impact the
neighborhood
•Protect property values and prevent further blight of structures in the revitalization area
•Regulate the maintenance of existing buildings and properties
•Address overgrown vegetation and manage exterior appearance to enhance neighborhood
aesthetics
•Work with the City Code Compliance Department on compliance elements
INITIATIVE:Zoning Amendments
Strategy:Promote future development and create a pathway for revitalization in the neighborhood Moderate,Ongoing Early Summer 2025
•Eliminate parking requirements for all non-residential uses
•Eliminate the 10,000sf.Minimum lot size requirements for Accessory Dwelling Units(ADU's)
•Require 1 parking stall for Accessory Dwelling Units(ADU's)
•Allow for alternative paving material,e.g.,gravel,for accessory dwelling unit parking requirements
•Amend setback requirements to both residential and nonresidential uses fitting with the current
built environment to allow for the expansion of developable area
•Extend the General Commercial(GC)zoning district that is currently Limited Commercial(LC)zoning
district on 9th and 10th Street,from Polk Streetto Kemp Boulevard
•Extend Limited Commercial(LC)zoning to cover the gaps currently zoned Single Family-2(SF-2)
Residential on the west side of Harrison Streetfrom Avenue C to Avenue F
•Extend Limited Commercial(LC)zoning to cover the gaps currently zoned Single Family-2(SF-2)
Residential on both sides of Monroe Street from Avenue E to Avenue H
•Rezone the Commercial Corridor(CC)zoning district to General Commercial(GC)zoning district
•Extend the Limited Commercial(LC)zoning district along the east side of Kemp Boulevard from 8th
Street to Seymour Highway
TIVE T ;a,. -°wring Program � � ..
Strategy:Remove trees that present a potential risk of injury to people or property or hinder street Short Fall 2025*
lighting,causing safety issues
•Promote the Tree Clearing Program to assist residents in the neighborhood .Funding Dependent
•Create and establish an internal workflow to oversee and manage the Tree Clearning program
•Create process and application
•City Council to approve requested budget for program
•Get bids annually for tree removal
INITIATIVE:Bridwell Park Improvements
Strategy:provide safe,accessible,and engaging spaces for all community members Moderate,Ongoing Present,Ongoing
•Promote recreational activities,environmental sustainability,and social interaction
•Create and establish an internal workflow to oversee and manage the Tree Clearning program
•Create process and application
•City Council to approve requested budget for program
•Get bids annually for tree removal
INITIATIVE:Bright Nights,Safe Streets Initiative'
Strategy: To improve the safety and well-being of residents by reducing opportunistic crimes Moderate,Ongoing Fall 2025
•Establish guidelines to shape the appearance and character of new and rehabbed housing
developments,ensuring they align with the needs,preferences,and identity of both current and
•Ensure every single-family residence has an operable front porch light
•Provide every single-family residence with a doorbell camera
•Register all doorbell cameras with the City of Wichita Falls Police Department
•City Council to approve requested budget for program
INITIATIVE:Secure Steps& Rides Initiative
Strategy:Provide safe,accessible,and engaging spaces for all community members Long,Ongoing Spring 2026
•Add bike lines to streets in the neighborhood
•Add bike lines to connect the CWFNRA to Lucy Park and the 25-mile City's Circle Trail
•Work with the Bike Friendly WF Coordinator on pedestrian and cyclist audits and funding
opportunities for improvements
INT�ATIVE:En ante Existing Infrastructure
Strategy:Improve public health through new infrastructure and sustainable initiatives that address
longstanding stormwater issues Long,Ongoing Spring 2026
•Work with Public Works Department on a plan for the neighborhood
•Install stormwater drainage on Harrison Ave,a central corridor for the neighborhood known for
flooding
•Implement progressive drainage systems to reduce flooding risks and enhance road safety
•Replacement of privately-owned lead/cooper/galvanized service water lines
•Improve the quality of water provided to each home.
INITIATIVE:Neighborhoez :ea [cation Initiative
Strategy:Enhance the aesthetic appeal and overall quality of life in a community,ultimately
fostering pride and attracting new residents and businesses Short Fall 2025
•Work with Public Works to create a large-load trash pick-up program and organize block clean-ups
•Im prove the quality of life for residents by addingcity services
•Boost the mentality of a maintained community by having Community Clean Up days