City of San Antonio Master Plan

San Antonio
Master Plan Policies

Adopted: May 29, 1997
issues, and ordinances that are proposed and considered
I. INTRODUCTION after the adoption of the Master Plan Policies should be
consistent with the relevant goals and policies contained in
A. PURPOSE OF MASTER PLANS the Plan. If an ordinance instituting or modifying rules or
regulations is being considered which is contrary to the
The primary objectives of master plans are to: goals and policies of the plan, either the plan should be
reviewed and amended prior to the adoption of the
♦ Coordinate public and private investment; ordinance, or it should be clearly stated what
♦ Minimize conflict between land uses; circumstances necessitate that it be in conflict with the
♦ Influence and manage the development of the community; plan.
♦ Increase both the benefits and cost effectiveness of public;
investment; Community planning is a continuous and dynamic process
♦ Predict infrastructure and service needs in advance of that helps the community achieve goals that are important
demand; to its citizens and to the community at large. Over time,
♦ Ensure that community facilities are located to best serve the these goals will likely change. Then, the community must
community; again review where they have been, how they got there,
what has changed since their last planning effort, and
Master plans provide the basis for rational decision- where they want to go next. This is a normal planning
making, but do not replace the decision-making process, process, and it happens in all communities.
nor as they take the place of the City’s Unified
Development Code or other ordinances in establishing
regulations. The enactment of the Master Plan Policies B. ORGANIZATION OF THE MASTER PLAN POLICIES
does not constitute a substantive change in existing
ordinances of the City of San Antonio, nor does it This plan is organized into five sections: Introduction,
supersede or replace the Unified Development Code or Vision Statement, Goals and Policies, Glossary and Index.
any regulatory ordinances adopted prior to the adoption of
the Master Plan Policies. In the event of apparent conflict The Introduction includes a discussion of the purpose of
between the Master Plan Policies and current ordinances master plans, a short history of planning in San Antonio, a
of the City, the current ordinances shall control. In summary of the process used in developing this plan, a
applying such ordinances, consideration should be given discussion on implementation measures, and direction in
to the goals and policies of the Master Plan in an attempt updating the Master Plan Policies.
to harmonize the two provisions.
The Vision Statement summarizes the overall rationale
The Master Plan Policies are intended to provide guidance which guides the goals and policies found in this Master
in the evaluation of future decisions on land use, Plan.
infrastructure improvements, transportation, and other The Goals and Policies, which are the primary body of the
plan, are divided into six topic areas: Growth Management,
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San Antonio I. Introduction 1
Economic Development, Community Services, not until the early part of the Twentieth Century that
Neighborhoods, Natural Resources, and Urban Design. master planning was given official governmental sanction.
Within each of these topic areas is a discussion of the
importance of that topic to the future of San Antonio, Work on San Antonio’s first master plan began in 1929,
followed by Goals and Polices for each topic. when City Commissioners contracted with Harland
Bartholomew and Associates of St. Louis, Missouri, for
The Glossary defines some of the terms used in the plan development of a master plan. Delayed by the Depression,
which are unique to city government and planning in the Plan was approved in 1933 after nearly four years of
particular. The Index is a list of key words which assist a work. The 1933 Master Plan advocated major proposals in
reader in easily finding all policy statements using key six areas: streets; transportation; transit; parks and
words. recreation; zoning; and civic art. In the plan, Bartholomew
and Associates proposed rules for the subdivision of land,
C. BACKGROUND OF PLANNING IN SAN ANTONIO the tabulation of major street widths, and a zoning
ordinance. Rehabilitation of the San Antonio River was one
of the Plan’s major goals. Inadequate enabling legislation,
Although planning looks to the future, it is grounded in the the Depression and the absence of a planning commission
realities of the present and the lessons of the past. Thus, it adversely affected the implementation of the 1933 Plan.
is appropriate to review San Antonio’s planning legacy. Perhaps the most significant outcome of the Plan was the
enactment of a zoning ordinance in 1938 and the
Planning had its inception in San Antonio with the first subsequent appointment of a Zoning Commission.
Spanish migration into this region at the close of the
Seventeenth Century. A directive known as the Laws of The availability of federal urban renewal grants prompted a
the Indies was used by the Spanish to control colonization new planning initiative in 1951. In an effort to be eligible for
and development in New Spain. These laws set out a these grants, the City contracted with local consultant
detailed plan for new cities which prescribed that Walter H. Lilly to develop a comprehensive City master
development should emanate from a central plaza and plan. The Plan, adopted in 1951, included sections on
proceed outward in a symmetrical manner. Following the streets, transportation, utilities, flood control and drainage,
independence of Mexico from Spain, San Antonio was recreation and parks, schools, slum clearance and urban
controlled by the Laws and Decrees of Coahuila and redevelopment, civic improvement, conservation, civil
Texas, which regulated town planning in the territory and defense, and capital improvements. Subdivision
were similar to the Laws of the Indies. regulations and an improved zoning ordinance were also
addressed. The Plan recognized the need for future
Shortly after the birth of the Republic in 1836, the Texas auxiliary surface water resources and protection of the
Congress initiated legislation allowing San Antonio to existing underground water supply; however, it did not
incorporate and receive a state charter. This gave the City foresee that growth would accelerate along the City’s
greater control over its developmental destiny, but it was northern fringe with a correspondent inner city decline. The
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1951 Plan achieved its primary purpose, that of fulfilling forwarded them to the City Council. On May 29, 1997, the
requirements for a receipt of federal urban renewal funds. City Council approved the Master Plan Policies.
Not intended as a land use management or fiscal planning
tool, the Plan provided only limited direction in these These Master Plan Policies complete the City’s Master
areas. Plan and replace the Foreword and the Basic Plan
elements of the Master Plan adopted by the City Council
As San Antonio grew in the Sixties and Seventies, the City on August 28, 1980. Previously approved component
was faced with new issues such as non-conforming land plans will remain in effect until they are specifically
uses, urban blight, and the protection of the community’s replaced or revised.
water supply. As a result of these concerns, a series of
background documents was published outlining growth
alternatives for the City in the Seventies. These
documents resulted in the drafting of a new master plan in
1979 which was returned by the City Council to the
Planning Commission with instructions that it be revised
and resubmitted. In August, 1980, the Foreword to the San
Antonio Master Plan and the Basic Plan segment of the
Plan were adopted.
D. MASTER PLAN DEVELOPMENT PROCESS
In 1991, the Planning Commission appointed an Ad Hoc

Master Plan Advisory Committee to develop a new Master
Plan for the City of San Antonio. The Committee was
made up of a broad range of individuals representing the
many and varied interests in the City. Figure 1
The Master Plan Advisory Committee developed Master

Plan Goals and Objectives which were adopted by the City
Council in December, 1993, in resolution number 93-51-
77. Following the adoption of the Goals and Objectives, E. PLAN IMPLEMENTATION
the Master Plan Advisory Committee continued to meet to
develop specific policies to achieve these goals. After Tracking the City’s progress toward reaching the Master
holding four public meetings and one public hearing on Plan’s goals and implementing its policies is critical to the
the Master Plan Policies, the Planning Commission success of the plan. To facilitate this process, a Master
approved the Master Plan Policies on May 14, 1997, and Plan Policies Advisory Committee (MPPAC) shall be
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formed in 1997 within 90 days of adoption by the City City Council. Specific standards and requirements
Council. The MPPAC shall be representative of the generated from implementation of Master Plan Policies
diverse interests of various groups such as neighborhood, shall be effective only after an ordinance specifying the
business, real estate/industry organizations, and the regulations, penalties and incentives relating to the policy
community at large. The committee shall be appointed by has been passed by the City Council.
the Planning Commission, shall serve two year staggered
terms, and shall consist of no more than 15 members, with F. REVIEW OF THE MASTER PLAN POLICIES
the Chair of the Planning Commission also serving as one
of the committee members.
The Planning Commission should perform an annual
The purpose of the MPPAC shall be to make comprehensive review of the Master Plan Policies and
recommendations regarding prioritization in the forward the Commission’s recommendations for
implementation of the Master Plan Policies. The amendments to the Plan to the City Council. In addition,
committee shall review the funding and staffing required to the Planning Commission should prepare an annual report
carry out policies recommended for implementation. The on development and planning activities. The report should
MPPAC shall make its recommendations to the Planning indicate changes in current trends and applicable laws and
Commission for review and consideration prior to being regulations, include recommendations for changes to the
forwarded to the City Council through the City Manager. Master Plan’s implementation mechanisms, and assess
To facilitate this process, City staff shall provide strategies, the City’s progress toward achieving the Plan’s goals and
responsibilities, proposed timing, budget implications, policies.
cost/benefit analysis, and progress-to-date.
This process should result in a recommended annual

Master Plan Policies Implementation Program for the
following year and should occur so that it can be included
as part of the annual budget process for funding
“We shape our cities, thereafter they shape us.”
consideration. The City Manager shall assess the funding
—ANONYMOUS
and staffing required to effectively and meaningfully
administer the policies and shall make appropriate
recommendations to the City Council. The City Council
shall make the final decisions and budget allocations
regarding the next year’s Implementation Program.
The Implementation Program shall be maintained

separately from the Master Plan Policies, shall be updated
annually, and approved by the Planning Commission and
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organizations throughout the City, the Master Plan
II. VISION STATEMENT Advisory Committee members, Planning Commission
members, and City of San Antonio staff.
The Master Plan of the City of San Antonio will provide a
functional framework to guide in the development and These goals and policies are dynamic, and it is important
implementation of policies that promote: that citizens and organizations continue to share their
concerns regarding San Antonio’s future.
♦ Equal opportunity to all San Antonio citizens and equity in the
distribution of benefits.
♦ Safe, dynamic and sustainable neighborhoods which offer
employment opportunities, high quality education, adequate
and affordable shelter, health care, and recreational
amenities.
♦ A vibrant economic climate which will attract and support a
wide diversity of business opportunities and community
services to provide benefits within the metropolitan area.
♦ Balanced and responsible urban design, planning and
development, and responsible protection of the City’s
historical, cultural, and natural resources.
♦ An open, accessible, responsive, and fiscally responsible
government whose structure creates the functional
framework to reach the Master Plan goals.
♦ The best city in America for children.
Realizing this vision for San Antonio requires clear,

attainable goals which address central issues facing San
Antonio. Policies for achieving the goals must direct the Figure 2
City’s planning and implementation strategies. The
challenge is to create goals and policies by which the City
can measure its progress in fulfilling this vision for the
future of San Antonio.
The goals and policies in the Master Plan have been “If you don’t know where you are going,
developed from the input of concerned citizens and you could wind up someplace else.”
! Yogi Berra
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San Antonio II. Vision 5
Growth Management Goals
III. GOALS AND POLICIES
Goal 1 Utilize City resources and authority to manage
A. GROWTH MANAGEMENT growth and development.
Goal 2 Develop a process for responding to projected
Social and economic progress depends on dynamic urban change.
development and sound growth management. If the vision, Goal 3 Develop policies to minimize the negative
challenge and elements of the Master Plan are used impact and maximize the benefit from
effectively to guide future growth and development, the development located outside and adjacent to
standard of living and quality of life for all the citizens of San Antonio’s City Limits.
San Antonio will be enhanced.
The general welfare of the community is affected by the

way in which it grows. The expenditure of public funds can
affect growth patterns. Capital demands for the
maintenance of existing infrastructure must be balanced
with the need to extend infrastructure to newly developing
areas.
Economic determinants, which are largely within the

purview of the private sector also play an important part in
growth patterns. As an economic generator, metropolitan
San Antonio attracts growth. This growth will enhance the
City’s tax base as long as it occurs within the City and in a
coordinated and unified manner.
Effective growth management includes balanced

consideration of all these determinants to ensure healthy
growth and the enhancement of the tax base for the
benefit of all citizens. The following goals and policies are
Figure 3
designed to guide San Antonio towards effective growth
management.
San Antonio II. GROWTH MANAGEMENT 6

Goal 1 Utilize City resources and authority to manage
growth and development.
Policy 1a: Conduct a thorough review of City codes, including

the Master Plan, its component parts, and the Unified
Development Code, and revise all ineffective,
obsolete, or inconsistent requirements and
definitions.
1. Initiate a review of the Master Plan and Unified
Development Code by the Planning Commission at
least once every seven years. Figure 4
2. Include public participation in the land use regulation Policy 1c: Utilize all available geographic, hydrologic,
review process. topographic, demographic and economic data
3. Coordinate development codes and standards throughout the City and within the extraterritorial
between City departments and public utilities to jurisdiction in planning for land uses.
promote consistency.
1. Accelerate the shared acquisition of high quality data
in exchange-compatible formats for the development
Policy 1b: Distribute land uses to meet the physical, social, and enhanced utility of a GIS for the San Antonio area
cultural, economic, and energy needs of present and which is accessible to public agencies and private
future populations. citizens.
1. Ensure that proposed land uses and development are
compatible in their use, character and size to the site Policy 1d: Develop, implement and annually update a
and the surrounding areas. comprehensive five-year Capital Improvements Plan
2. Develop ordinance revisions and development which sets priorities for specific projects.
proposals which conserve energy and water, enhance 1. Develop a fair and accessible capital improvements
the attractiveness of the area, and protect valuable planning process.
natural and cultural resources.
2. Use the input of neighborhood associations, boards
3. Encourage public participation in the land use and interested citizens in the capital improvements
decision-making process. process.
4. Develop economic incentives to encourage growth in
target areas.
5. Create a land exchange mechanism to acquire land Policy 1e: Coordinate the Capital Improvements Plan with all
for public purposes. other City plans and those of other governmental
units (county, school districts, hospital district,
and university.)

1. Make all capital improvement projects information Goal 2 Develop a process for responding to projected
available in a central clearing house. change.
2. Develop and distribute a unified indexed and cross-
referenced manual of the Master Plan and Unified Policy 2a: Integrate neighborhood planning into broader urban
Development Code to all City departments, design and growth management plans of the City.
commissions and committees to be used so that Consider recognized Neighborhood Plans and
capital improvement projects comply with the intent of
neighborhood planning efforts when the Master Plan
the Master Plan and City Codes.
and component plans are being developed or revised.
3. Coordinate capital improvements, public works
Policy 2b: Develop and continually update an accurate,
projects, and all utility projects to ensure simultaneous
construction and completion of all proposed work. complete central database which consolidates
demographic information and the full array of geo-
4. Seek input from all appropriate public entities and referenced information, such as infrastructure,
utilities prior to preparing any bid or contract natural resources, and real estate, and make it
documents for proposed capital improvement accessible to all planning entities, including
preliminary designs. neighborhoods.
Policy 1f: Encourage a balance of new development and Policy 2c: Strengthen links between zoning and the goals of the
redevelopment. community by promoting neighborhood involvement.
1. Provide incentives for redevelopment of target areas. 1. Encourage neighborhood associations and interested
Such incentives, tied to specific project plans, may citizens to review land use issues involving their
include tax incentives, utility extensions, and other community.
similar tools.
2. Encourage neighborhood representatives and
Policy 1g: Continue to make physical improvements in the inner interested citizens to participate in the planning
city to encourage redevelopment and infill process so their input will be considered by appointed
development. and elected officials during the public hearing
1. Build or rebuild adequate infrastructure before new process.
development occurs.

within the extraterritorial jurisdiction except where
the City cannot provide the necessary services.
Policy 3c: Require a petition for annexation as a condition for

designation of industrial districts and consider
annexing industrial districts upon expiration of their
designation.
Figure 5
Policy 3d: Use development policies such as utility extension
Goal 3 Develop policies to minimize the negative policies and impact fees to encourage contiguous
impact and maximize the benefit from growth.
development located outside and adjacent to 1. Require public utilities to publish extension policies for
San Antonio’s city limits. single and multi-family residential, commercial, and
industrial uses.
Policy 3a: Pursue a systematic annexation process to promote
orderly growth and the provision of municipal Policy 3e: Seek and support new statutory authority to guide
services, and to preserve the City’s positive fiscal development activities in the City’s extraterritorial
position. jurisdiction.
1. Develop a proposed three year annexation plan that is 1. Support statutory authority which permits
reviewed, updated and adopted annually by the City municipalities to guide development activity such as
Council. zoning and building codes in the City’s extraterritorial
2. Define and publicize the benefits of annexation. jurisdiction.
3. Encourage growth to occur inside the city limits; 2. Consider the feasibility of governmental consolidation.
however, if it is to occur in the extraterritorial
jurisdiction, encourage development to occur in areas
contiguous to the city limits.
4. Involve both CPS and the San Antonio Water System
in the development of the City’s growth and “Most economic success is luck, but we need to plan to be lucky.”
annexation policies.
5. Provide an adequate level of municipal services to ! George Geis
keep up with population growth and annexation.
Policy 3b: Oppose the creation of new municipalities, special

purpose districts and water or wastewater utilities

B. ECONOMIC DEVELOPMENT Goal 3 Create an environment of entrepreneurship,
productivity, and innovation in San Antonio that
promotes business start-up and business
The economic development vision for San Antonio is that
growth.
San Antonio will remain as the economic center for the
Goal 4 Provide economic opportunities in targeted
South Texas Region, as well as a major center for
areas, particularly within Loop 410 and the
international trade and commerce. Focused economic `
southern sector.
development efforts can lead to a strong and diversified
Goal 5 Provide a labor force qualified to meet the needs
economy, resulting in quality jobs, viable and safe
neighborhoods, well-planned communities, a sustainable of San Antonio’s employers.
natural resource base, adequate infrastructure, ample
entrepreneurial opportunities, sufficient capital, a nurtured
cultural heritage, a well-educated and highly trained labor
force and an expanded tax base.
The City of San Antonio’s Economic Development

Department administers the City’s economic development
program which is detailed in the City of San Antonio’s
Strategic Initiatives for Economic Development. In
addition, the San Antonio Coordinating Council for
Economic Development (SACCED) serves as a forum to
coordinate and exchange information between economic
development organizations such as the City’s Economic
Development Department, the Economic Development Figure 6
Foundation, the Greater Kelly Development Corporation,
the chambers of commerce, the Free Trade Alliance, and Goal 1 Encourage economic diversity and jobs creation
other economic development organizations. which are compatible with San Antonio’s natural
and cultural resources.
Economic Development Goals
Policy 1a: Evaluate and update the existing City of San
Goal 1 Encourage economic diversity and jobs creation Antonio’s Strategic Initiatives for Economic
which are compatible with San Antonio’s natural Development by assessing the current status of
and cultural resources. economic development in San Antonio and the City’s
Goal 2 Promote a business-government relationship ability to meet projected land, labor, and capital
demands at all levels of the economy—
that addresses the needs of businesses to
operate in a positive and mutually beneficial neighborhood, community, city, state, national, and
environment. international.
San Antonio III. ECONOMIC DEVELOPMENT 10

1. Include in the Strategic Initiatives for Economic
Development, an inventory of target private and public
industries which actually or potentially impact the
economic health of San Antonio and the central
Texas region.
2. Collect and analyze local industries’ importing
practices to determine what of those goods can be
manufactured in San Antonio, and recruit those
industries which are exporting products to start up or
relocate in San Antonio. Figure 7
3. Evaluate the strategies to determine local industries’ Policy 1c: Expand San Antonio’s industrial base by taking
impact on natural, cultural and historic resources, advantage of market opportunities in regional,
infrastructure, transportation, neighborhoods, and national, and international markets.
community services.
Policy 1b: Recognize the San Antonio Coordinating Council for 1. Evaluate industries in terms of their economic
stability, operational needs and growth potential,
Economic Development (SACCED) as the forum to
target markets, and examine ways San Antonio can
coordinate and exchange information regarding
provide adequate infrastructure and support services
economic development activities, and work with the
for those markets.
Coordinating Council to accomplish the following:
2. Work towards establishing San Antonio as a major
1. Restructure the SACCED to include representatives hub for distribution and light manufacturing.
of the business community and neighborhoods. 3. Regional: Develop potential business and market
2. Encourage the SACCED to annually review the opportunities in South Texas. Continue to protect and
Strategic Initiatives for Economic Development, and increase military contracting by San Antonio
submit a status report to the City Council with any businesses and protect and enhance military and
recommendations for revisions. civilian employment at military bases. Promote San
3. Encourage the SACCED and its members to improve Antonio’s health care industry as a regional and
data collection and analysis on labor, education and national leader through marketing of its excellent
capital demands. health care facilities and world class physicians.
4. National and International: Promote the tourist and
convention industries to national and international
visitors. Facilitate the development of export
industries by encouraging the use of local and
regional artistic, heritage and entertainment
resources through international tours as a means to
increase and diversify San Antonio export industries
and economy. Work towards establishing

San Antonio as the dominant link between the United 2. Encourage the design of an educational system that
States and Mexico; and continue to support the expansion will meet the needs of a diversified economy.
of free trade with other countries. 3. Work with the San Antonio Economic Development
Foundation to recruit businesses outside of San
Policy 1d: Prioritize and target those economic sectors in which Antonio.
San Antonio can create or sustain a competitive 4. Encourage the expansion of the marketplace for
advantage for economic growth and jobs creation. design and applied arts and support programs which
develop creative skills and talents.
1. Facilitate the development and expansion of targeted
industries including: manufacturing and assembly; 5. Support efforts to plan, coordinate and monitor the
research; high technology; aviation and regional redevelopment of military installations and other
distribution. defense related issues.
2. Facilitate and promote development of San Antonio’s
visitor industry. Fully utilize existing community assets Goal 2 Promote a business-government relationship
to maximize San Antonio’s visitor industry. that addresses the needs of businesses to
operate in a positive and mutually beneficial
environment.
Policy 2a: Develop new and existing partnership programs

which promote cooperation among public agencies,
industry, and the community to enhance economic
growth throughout the City.
1. Continue the City’s existing partnership with the
University of Texas at San Antonio - Small Business
Development Center and the Small Business
Administration to provide services through the
Business Assistance Focus Center.
Figure 8
Policy 2b: Promote consistency in the development process.

Policy 1e: Support and encourage efforts to diversify the 1. Provide information on and streamline the business
economic base of San Antonio. and real estate development process.
1. Adopt and implement the diversification goals in the 2. Periodically review and revise the City’s policies,
City of San Antonio’s Strategic Initiatives for procedures, and permitting processes so that
Economic Development. applicants are treated equitably and efficiently.

Policy 2c: Increase public awareness of available economic 2. Encourage the San Antonio Coordinating Council for
development incentives. Economic Development to design a process to
evaluate infrastructure needs in targeted economic
1. Provide information and briefings on economic areas and to recommend improvements to support
development incentives to business groups, market opportunities.
community groups, neighborhood groups, and other
interested parties.
Goal 3 Create an environment of entrepreneurship,

Policy 2d: Analyze pertinent new ordinances to evaluate their
cost impact on business from a competitive
productivity, and innovation in San Antonio that
economic perspective and balance that assessment promotes business start-up and business
with the impact on the quality of life. growth.
Policy 3a: Develop a business retention and expansion

Policy 2e: Facilitate communication between businesses,
program.
neighborhoods, development interests,
neighborhood associations and advisory boards,
community-based groups and other interested parties
Policy 3b: Provide community-based educational support for
with respect to economic development or re-
potential entrepreneurs to develop or refine
development.
accounting, cost analysis, marketing and other
essential business skills.
Policy 2f: Provide and maintain infrastructure and 1. Promote development of a comprehensive program
transportation services so that economic activity can which helps firms in market identification,
operate efficiently throughout the City. management training, technical assistance, and
improved capital access.
1. Place a high priority on funding for infrastructure and
transportation improvements and pursue alternative 2. Facilitate the development of business incubator
methods of funding improvements. facilities.
Policy 3c: Develop financial assistance and specialized training

programs to encourage the development of small
businesses, minority and women-owned businesses
and disadvantaged business enterprises.
1. Support legislation which creates State financial
assistance to encourage business development for
small, minority, women-owned and disadvantaged
business enterprises.
Figure 9

2. Facilitate risk reduction mechanisms to provide 1. Pursue Federal, State and private funds to increase
greater capital availability to small businesses, availability of funds for business and economic
minority and women-owned businesses, and development.
disadvantaged business enterprises. 2. Provide information concerning any and all funds
3. Work with the San Antonio Business Development available for all business enterprises through the
Fund to identify local and special business funding Business Assistance Focus Center.
needs. Work with the San Antonio Local Development
Company to encourage funding of economically
viable businesses and disadvantaged business
enterprises.
4. Develop a mechanism for understanding small
businesses’ skill needs.
Policy 3d: Encourage financial institutions to be responsive to

the needs of minority and women-owned businesses
and disadvantaged business enterprises.
Figure 10
Policy 3e: Facilitate economic development activities that will:
strengthen neighborhoods and communities; provide Goal 4 Provide economic opportunities in targeted
educational, training and employment opportunities; areas, particularly within Loop 410 and the
provide necessary support services; and promote southern sector.
and encourage economic participation for all San
Antonio citizens. Policy 4a: Increase coordination and visibility of current
1. Provide to neighborhood residents information on, economic development efforts in targeted areas.
and assistance in, completing community 1. Develop a marketing plan to increase the visibility of
development corporation applications to encourage economic development and its impact on the City.
revitalization and create job opportunities.
2. Develop specific policies regarding targeted areas in
2. Assist neighborhoods to obtain federal planning a business retention and expansion program.
grants to stimulate business growth and job creation
in neighborhood commercial areas. 3. Work with appropriate groups to promote economic
development in targeted areas.
4. Work with chambers of commerce and other
Policy 3f: Develop public and private initiatives to provide the community groups to disseminate information on the
funding and capital resources needed to finance impact of economic development in targeted areas.
small business and economic growth.
5. Develop joint projects and programs that provide
spin-off benefits in targeted areas.

Policy 4b: Work with affected parties to enhance and emphasize
the positive assets of targeted areas in efforts to
retain and attract new business and industry.
1. Develop and evaluate infrastructure plans for targeted
areas. Develop and implement neighborhood plans
that include efforts to promote economic development
in targeted areas.
Policy 4c: Promote a positive economic climate and business

support system to encourage the attraction and
location of targeted industries in targeted areas.
Figure 11
1. Work with the chambers of commerce to assess the
industrial base of the targeted areas.
2. Market, in cooperation with the San Antonio Policy 4e: Develop special economic initiatives which promote
Economic Development Foundation, the targeted coordination, communication and implementation of
areas to prospective businesses. economic development priorities to meet the needs of
the targeted areas.
Policy 4d: Pursue and implement Federal and State Economic
Development Programs.
Goal 5 Provide a labor force qualified to meet the needs
1. Continue to identify state enterprise zones. Administer of San Antonio’s employers.
and assess the expansion of the San Antonio
Enterprise Zone Program.
Policy 5a: Advocate and facilitate community dialogue
2. Administer the Federal Enterprise Community regarding education goals and objectives for San
designation, or other similar programs and pursue Antonio.
future opportunities under comparable activities.
3. Identify specific needs and solutions in each federal 1. Aggressively support implementation of national
and state enterprise zone and implement to the fullest educational standards adapted to regional needs.
extent practicable those activities which will make a 2. Provide an update to the community on the progress
significant economic impact. toward achieving local educational goals and
objectives.
3. Develop, through the Alamo Workforce Development
Council, an industry skills council that includes
representatives from the business community, the
City, the educational community and the general
public to effectively communicate current and
projected skill needs.

Policy 5b: Encourage the development of public and privately 2. Promote approval, authorization, and implementation
administered training programs. of these programs, acting in concert with lead higher
education authorities.
1. Encourage institutions and businesses to establish
vocational training internship and apprenticeship 3. Support and facilitate the efforts of agencies that
programs. focus on regional workforce development so that the
skill needs of business and industry are adequately
2. Work with the Alamo Workforce Development Council identified.
(AWDC) and UNIFORCE or their successors to
obtain an inventory of vocational training and
internship programs.
Policy 5c: Promote the evaluation and update of community

training programs to meet the need for current and
projected skills.
1. Work with the chambers of commerce to identify
higher education needed by San Antonio employers,
now and in the future.
FIGURE 12

City to enhance the efficient and effective use of
C. COMMUNITY SERVICES
educational facilities.
Goal 4 Develop and operate a public library system which
Safe, healthy, and well educated citizens are the basis of a provides accurate, timely, relevant and efficient
prosperous and high quality city. Community services and services to everyone.
facilities are vital to the economic prosperity and quality of Goal 5 Provide arts and cultural services which are
life for the citizens of San Antonio. The City must strive to accessible to all San Antonio citizens.
achieve a balance between centralized and dispersed
service locations to optimize the delivery of community
services. Goal 1 Provide adequate police and fire protection and
emergency medical services.
Policy 1a: Locate police, fire and emergency medical facilities to

provide effective and efficient services.
1. Integrate new police, fire, and EMS facilities with
other community service facilities, as appropriate, provide
adequate parking, and help to establish a sense of place
for the neighborhood.
2. Police: Locate police facilities to:
• decrease response times
• increase the Patrol Availability Factor
• enhance the Community Oriented Policing effort
3. Fire: Locate fire stations to:
• provide safe, efficient and equitable fire and
Figure 13
emergency medical services
• provide sufficient and appropriate fire company
Community Services Goals coverage and emergency medical services units.
Policy 1b: Develop and implement intervention and public

Goal 1 Provide adequate police and fire protection and awareness programs that inform citizens of ways to
emergency medical services. increase safety.
Goal 2 Promote a comprehensive and coordinated 1. Conduct public safety awareness programs both
health care system to effectively serve the proactively and upon request.
community. 2. Provide resources to track and monitor potential
Goal 3 Develop a formalized planning relationship health and safety problems, and to adequately inform
among school districts, neighborhoods and the and educate the public.
San Antonio III. COMMUNITY SERVICES 17

Policy 2c: Provide comprehensive public health services and
programs.
1. Encourage the Health Department to seek assistance
from, and coordinate with, community service groups,
agencies and local military health care systems.
2. Conduct programs and services through the Health
Department, in cooperation with a network of health
and health-related agencies, institutions and
associations, on health promotion, education,
environmental issues, assessment and prevention.
Policy 2d: Create a working group on health care-related issues

to develop health care policies for San Antonio.
1. Include consumer representation in addition to health
Figure 14 and other disciplines on the San Antonio Metropolitan
Health District Advisory Board (SAMHDAB).
Goal 2 Promote a comprehensive and coordinated
health care system to effectively serve the 2. Establish a strategic planning committee in the Health
community. Department to develop and review recommendations
periodically on:
Policy 2a: Advocate accessibility of health care facilities to all • an inventory of existing facilities (location,
sectors of the City. condition, and services provided);
1. Promote the location of all new public health and • projections of future health care needs and the
health care services in areas easily accessible to the locations in which they occur;
populations to be served. • manpower and expertise of the labor force
needed to meet current and projected health care
2. Encourage the Health Department to evaluate
needs;
revisions in community health care policies, priorities
• public accessibility to various health care facilities,
or systems to ensure they are meeting the needs of
to include effectiveness of the public transit
the community.
system.
Policy 2b: Support the implementation of a public transit

network that improves access to health care facilities
by providing transportation from all parts of the City
to community and regional health care facilities.

Policy 3d: Encourage City review and comment on the location
of new educational facilities and on the expansion of
existing facilities.
1. Coordinate with the appropriate school district to
secure future sites for educational facilities during
the platting of major residential subdivisions.
Policy 3e: Encourage cooperative, flexible design of school

facilities to ensure maximum use and potential for
adaptive reuse as a continuing neighborhood
resource.
Figure 15
Policy 3f: Emphasize the assets to be found in each
Goal 3 Develop a formalized planning relationship neighborhood and school through a coordinated
public relations campaign.
among school districts, neighborhoods and the
City to enhance the efficient and effective use of
educational facilities. Policy 3g: Encourage strong and continuing community and
school relationships beyond the walls of facilities by
Policy 3a: Promote schools as integral components of utilizing the neighborhood as an educational
residential neighborhoods. resource.
1. Encourage citizens to become involved in educational
awareness programs.
Policy 3h: Publicly recognize neighborhoods which have shown
individual initiative to improve schools within their
Policy 3b: Target areas for revitalization where excess space in neighborhoods.
neighborhood schools exists.
1. Establish incentives which encourage neighborhoods
to support their schools.
Policy 3c: Encourage school districts to upgrade schools to
contribute to neighborhood stability. Policy 3i: Encourage school districts and other entities to share
fiscal and demographic data for planning purposes.
1. Establish neighborhood awareness programs that
explain the direct link between education, 1. Encourage the accessibility of all available financial,
neighborhood, and economic stability. demographic, and physical plant information on
individual schools and school districts through a
computerized central clearinghouse.

Goal 4 Develop and operate a public library system
Policy 3j: Encourage the coordination of City capital which provides accurate, timely, relevant and
improvement and functional plans with school efficient services to everyone.
district plans.
Policy 4a: Locate branch libraries where community residents
easily and willingly go. Locate branch libraries in
Policy 3k: Encourage a cooperative school sidewalk program to neighborhood centers or other locations that will be
enhance the safety, appearance, and access for attractive and convenient additions to
neighborhood residents. neighborhoods.
1. Consider recommendations of neighborhood plans
when developing school sidewalk programs.
Policy 4b: Design and operate library facilities which are
friendly, inviting, safe and easy to use.
Policy 3l: Encourage alternative schools, vocational training,
and adult literacy and learning centers. 1. Encourage public involvement in the development
and design of newly built and renovated library
facilities.
Policy 3m: Support the expansion of magnet school programs.
Policy 4c: Develop public and private partnerships to increase
awareness of and accessibility to the San Antonio
Public Library System.
Policy 4d: Improve access to library resources and information,

through the use of new technology.
Policy 4e: Enhance the San Antonio public library’s role as a

source of information about City government and City
Figure 16 services.
1. Develop the public library system as an integral
component in the storage and user -friendly access of
information on local governmental operations,
policies, and public services.

Goal 5 Provide arts and cultural services which are 3. Maintain new and existing artworks and landmarks in
accessible to all San Antonio citizens. the City’s public art collection and help administer the
Public Art Program.
Policy 5a: Develop public and private partnerships to provide

cultural amenities throughout the community.
1. Encourage private enterprise to support City efforts to
make the arts available and accessible to all citizens.
Policy 5b: Maintain downtown as the cultural focal point of the

City.
1. Establish a geographically defined Cultural Arts
District or Districts. Encourage special events in the
Cultural Arts District that bring citizens downtown to
celebrate the arts.
Policy 5c: Assess the effectiveness with which art, cultural and
recreational facilities serve neighborhoods and the
community and develop a long term cultural facilities
plan.
1. Provide facilities and services for art, cultural and
recreational activities to be located in neighborhood
centers.
2. Inventory existing cultural facilities including use,
rental and fee policies.
3. Integrate the cultural facilities planning process into
the ongoing planning processes of the City.
Policy 5d: Continue implementation and expansion of the public

FIGURE 17
art program.
1. Promote the City’s cultural and historical background
through the arts. “Infrastructure should be as beautiful as it is functional…”
—STEVE TILLOTSON
2. Consider aesthetics as an integral part of capital
improvement projects.

D. NEIGHBORHOODS
Neighborhood Goals
The creation, preservation and enhancement of Goal 1 Preserve, protect and enhance the integrity,
neighborhoods is essential to the success of this plan. economic viability, and livability of San
Neighborhoods define and characterize the unique Antonio's neighborhoods.
cultural, historical and natural qualities of San Antonio. Goal 2 Strengthen the use of the Neighborhood
Planning Process and neighborhood plans.
Intrinsic to the success of neighborhoods and to a stable Goal 3 Provide safe, attractive, well-maintained
and attractive quality of life for all citizens is an emphasis neighborhoods for all adults and children.
on home ownership and housing availability for all ethnic Goal 4 Promote the provision of sound and affordable
and economic segments of the community. housing to all San Antonians.
Goal 5 Encourage development of the downtown area
Strong, viable neighborhoods create a sense of place as a complete neighborhood to enhance its
within the community. Basic elements such as schools, image to both visitors and residents.
churches, parks, open space, offices, stores, police and
fire stations, health care, cultural and human services
facilities, libraries and all types of housing, if balanced
properly, will contribute to safe, dynamic and sustainable
neighborhoods that form our City.
“There are no planetary problems and

solutions–only local problems and solutions.”
—Wendell Berry
Figure 18
San Antonio III. NEIGHBORHOODS 22

Goal 1 Preserve, protect and enhance the integrity,
economic viability, and livability of San
Antonio's neighborhoods.
Policy 1a: Rezone vacant or underutilized property in and

around neighborhoods to encourage redevelopment
that is compatible in use and intensity with the
existing neighborhood.
1. Encourage private property owners to use deed
restrictions to further restrict commercial uses to
ensure compatibility with adjacent residential uses.
Policy 1b: Sponsor a study of neighborhoods to determine the

causes of neighborhood decline and explore possible
solutions.
Policy 1c: Encourage businesses and developers to work with Figure 19

neighborhood residents in the location and design of
new development to enhance or complement the
character or size of existing neighborhoods. Policy 1e: Plan easily accessible commercial, educational,
cultural and recreational facilities that respect the
mobility of every citizen.
Policy 1d: Promote conversion or adaptive reuse of vacant or Policy 1f: Minimize displacement within neighborhoods caused
underutilized commercial buildings to provide by public or private sector development.
affordable infill housing.
1. Create guidelines for neighborhood preservation
1. Provide incentives to the private sector to promote which would promote the rehabilitation of structures
reuse of vacant or underutilized commercial buildings and minimize demolition.
for affordable housing through such mechanisms as:
2. Provide information on rehabilitation opportunities and
• workshops on public-private resources and programs to owners of underutilized property.
partnerships
3. Encourage public and private developers to meet and
• tax abatement or tax phase-ins
communicate with neighborhood representatives prior
• historic rehabilitation tax credits to planning development, redevelopment or
• impact fee reductions expansion that will cause displacement of
• zoning and platting processing neighborhood residents.
• affordable housing tax credits

4. Amend zoning regulations to require special City 4. Encourage consideration of currently recognized
Council approval for parking facilities that displace neighborhood plans by elected and appointed officials
residences. and City staff as they perform their duties and
5. Promote increased awareness among property responsibilities.
owners and residents of the importance of property 5. Continue to notify residents and property owners of
maintenance to long-term housing quality. land use issues affecting their area in a timely
6. Utilize the City code enforcement program to bring manner. Evaluate and supplement the present
substandard units into compliance with City codes notification process through new approaches and
and to help minimize the need for demolition and technologies.
displacement. 6. Develop, update and make available attractive, easy
7. Plan and complete new public sector projects in a to understand, bilingual neighborhood planning
timely manner, and with adequate funding, to mitigate information, data and manuals.
displacement of residents. 7. Enhance the City's ability to receive and respond to
neighborhood concerns and provide neighborhood
residents and property owners the opportunity to
Policy 1g: Encourage the establishment of neighborhood
review land use issues and discuss the issues with
associations. appointed and elected officials.
1. Develop a citywide outreach program to encourage
residents, businesses, churches, schools and other Policy 2b: Amend the Unified Development Code to address
service providers to form neighborhood associations.
neighborhood issues.
2. Provide information to neighborhood residents and
groups who want to form neighborhood associations. 1. Establish a zoning classification such as a
Conservation District or a Planned Development
District for neighborhood specific plans.
Goal 2 Strengthen the use of the Neighborhood 2. Study the Unified Development Code Table of
Planning Process and neighborhood plans. Permitted Uses and identify those uses potentially
incompatible with residential districts and amend the
Code to create mixed use districts and neighborhood
Policy 2a: Provide additional technical assistance and commercial districts.
incentives to encourage neighborhoods to plan.
1. Develop a training program for neighborhood
residents and groups interested in preparing
neighborhood plans.
2. Publicize the benefits and types of neighborhood
planning processes that are available.
3. Encourage the Neighborhood Resource Center to
maintain and distribute a list of volunteer experts
available to assist neighborhoods in the planning
process.

Policy 2c: Promote alternative neighborhood and sector 3. Encourage neighborhoods to seek sound planning
planning processes that will address the needs of all and guidance when developing neighborhood plans.
areas of the City. 4. Require neighborhood representatives to take into
1. Improve the existing Neighborhood Planning Process. consideration the development trends of the San
Antonio area as they form their neighborhood plans.
2. Create a Sector Planning Process.
5. Require neighborhood representatives to reflect the
3. Participate and assist in the Neighborhood goals and policies of the Master Plan of the City as
Conference Process. they form their neighborhood plans.
4. Promote an Annual Goal Setting Process for
Neighborhoods.
Policy 2e: Encourage all City departments to review and follow
5. Develop a Neighborhood Revitalization Strategy.
neighborhood plans to the extent practical.
Policy 2d: Establish a standardized format and outline for
neighborhood plans that includes information such 1. Use an interdepartmental approach to develop
as economic data, needed community facilities, and standard procedures to ensure that the goals and
street and drainage improvements. recommendations of recognized neighborhood plans
are considered.
1. Notify neighborhoods having City Council recognized 2. Notify neighborhoods of major capital improvements
plans to update their plans at least once every five projects and of zoning and subdivision plans at time
years to prevent expiration. Provide support services of formal application.
similar to initial plan preparation.
3. Consider projects identified in neighborhood plans
2. Encourage neighborhoods to develop a future land when making decisions regarding capital
use map in recognized neighborhood plans which improvements projects.
illustrates the desired physical evolution of the
neighborhood.
DE
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16 S.
Figure 20

establish mandatory homeowners associations which 8. Vigorously enforce existing local codes and State
shall be responsible for the maintenance of the environmental regulations for junk and salvage yards.
common areas, or otherwise provide for same. Implement a policy to amortize the life cycle of
3. Amend applicable ordinances to require developers of nonconforming junk and salvage yards.
subdivision plats with private common areas to file a 9. Support regulations protecting neighborhoods from
proposed operations budget and plan for long term the storage and transport of hazardous materials.
capital repair and replacement.
4. Pursue state enabling legislation allowing subdivisions Policy 3c: Consider new approaches including new ordinances
with common areas to revise or establish restrictive and programs to enhance the viability and
covenants for the maintenance of the common areas attractiveness of neighborhoods.
by a majority vote of property owners and lien-
holders within the subdivision. Revisions could not 1. Encourage the Neighborhood Resource Center to
occur if the property or subdivision is still controlled by maintain and distribute a list of volunteer experts
the Declarant, unless the Declarant grants permission available to neighborhoods to assist on special
for such a revision or if the Declarant owns more than subjects such as landscaping, legal, or traffic issues.
10% of the property affected or the recorded plat is 2. Review and strengthen the urban corridor regulations.
less than 10 years old, unless the Declarant grants
3. Continue to implement the tree preservation
permission for such a revision.
ordinance and strengthen as needed.
5. Assist residents in planning for and developing
4. Amend the landscape and other applicable
additional public open space and parks.
ordinances to include buffering provisions between
Policy 3b: Strengthen the enforcement of codes and regulations incompatible residential and nonresidential uses.
affecting neighborhoods. 5. Support City commissions in their efforts to develop
1. Vigorously enforce codes with the City’s revitalization programs which address the environmental problems
activities. of the neighborhoods (i.e. graffiti, illegal dump sites
2. Adequately fund code compliance. reduction) and promote general City wide clean-up
projects.
3. Provide adequate funding for improved brush
collection. 6. Develop a public awareness and education campaign
promoting pride in clean neighborhoods and
4. Work with neighborhoods and citizens to investigate encouraging voluntary code compliance.
violations and enforce regulations such as improper
zoning, unsanitary premises, and noise.
5. Establish field offices for code compliance. Policy 3d: Maintain and enhance public safety facilities and
services, and supplement these services with
6. Encourage establishing more special event neighborhood education and awareness programs.
neighborhood or sector refuse collection drop-off
sites, and encourage the county to do likewise. 1. Provide an adequate level of municipal auxiliary
7. Establish and enforce stronger "no dumping" services to keep up with population growth and
ordinances. annexation.

2. Encourage residential areas to participate in
neighborhood watch or cellular patrol programs and 3. Support after-school programs so students can
other crime prevention programs. choose from a variety of supervised and high quality
3. Provide information about crime and fire prevention programs as opposed to unsupervised time after
programs. school.
4. Encourage communication between neighborhoods
and the police officers patrolling their areas.
5. Provide specialized support for targeted high crime
areas.
6. Work with schools, churches and other institutions to
follow citywide public safety goals.
Policy 3e: Create and enhance neighborhood environments

which emphasize the physical and emotional well-
being of children.
Figure 21
1. Support essential or coordinated services within
community centers throughout the City such as:
Goal 4 Promote the provision of sound and affordable
• early childhood development
housing to all San Antonians.
• health services
• nutritional services
• day care for children of working parents Policy 4a: Preserve and revitalize housing and promote targeted
• family counseling infill housing in neighborhoods, particularly older
• family and parenting education neighborhoods located inside Loop 410.
• public safety services
1. Enforce City codes vigorously, consistent with the
City’s revitalization activities.
2. Support cooperation among:
2. Maintain existing infrastructure in good repair.
• parents
• churches 3. Promote clean up and minor repair of older housing
stock through neighborhood and organizational
• services providers
initiatives utilizing all available resources.
• businesses
• health care providers
• government officials
• child care providers
• community-based organizations
• neighborhood associations
• residents to help children attain basic life goals

4. Encourage efficient allocation of grant funds through 3. Provide opportunities for community participation in
competitive evaluation of applicants using the creation and implementation of housing policies,
standardized criteria. and establish an annual review process.
5. Standardize criteria for evaluating housing conditions 4. Encourage support of a resource center for all
across the City and encourage public and information on housing needs, funding resources,
governmental agencies to adopt the same alternative program strategies, and technical assistance.
standardized criteria as a minimum. 5. Create and implement a performance review process
6. Require an adequate maintenance program of all for all publicly funded housing providers, and base
properties owned or supported by public funds. funding recommendations on that review.
7. Require affordable housing providers to complement Policy 4d: Facilitate the provision of choice in housing
the architectural design and character of the opportunities for all San Antonians, including special
neighborhood in which new housing is being needs populations.
constructed.
1. Use public funds to address the housing goals for
special needs populations and encourage private
Policy 4b: Give priority in the use of housing reinvestment sector participation.
programs to the revitalization of neighborhoods with
2. Provide opportunities for community participation
higher proportions of low and moderate income
when assessing the housing needs of each special
residents or with the worst housing conditions. needs population.
1. Encourage private lenders to become directly
involved in the City's affordable housing goals. Policy 4e: Facilitate the provision of affordable housing by the
2. Expand the City’s housing counseling services and private sector.
encourage private, non-profit, and other groups to
expand their housing counseling services on housing 1. Provide incentives for private housing providers who
maintenance and financial management. furnish affordable housing designed to meet the goals
set forth in the housing policies.
2. Streamline the process of making publicly owned lots
Policy 4c: Provide effective coordination of local, state and
available to the private sector.
federal housing programs.
3. Review zoning, subdivision ordinances, building
1. Strengthen the City Council's role as the central codes, and related development-control ordinances
authority responsible for monitoring, evaluating, and and administrative procedures, to identify and
directing housing policy. overcome barriers to affordable housing.
2. Develop a policy intended to guide residential 4. Adopt alternative building methods which facilitate the
development, rehabilitation, and preservation for all building of high quality affordable housing, without
economic segments of the community which will be compromising safety, structural soundness or energy
coordinated with the Five Year Housing Consolidated efficiency.
Plan.
Policy 4f: Design programs and policies that maximize the
leverage of private investment by lenders and
builders or developers.

1. Make available Community Reinvestment Act (CRA) Policy 4i: Explore the full range of options to allow people to
data upon request. remain in their homes throughout their lives.
2. Continue to pursue partnerships which maximize 1. Amend the Unified Development Code to permit
private investment. carefully controlled accessory housing in single family
Policy 4g: Use local public and private resources effectively to residential zoning districts.
capture available federal and state financing. 2. Encourage financial institutions, neighborhoods and
1. Consider support for organizations that, on a cost supportive services agencies through referrals to
effective basis, demonstrate implementation capacity work together to provide the types of services that
and the ability to provide affordable housing. would allow people to remain in their homes.
2. Maximize the use of available funds in a social
service system which develops the coalitions Policy 4j: Develop a comprehensive housing preservation
necessary to minister to the needs of the at-risk strategy to retain housing stock.
population of the community.
1. Develop financial incentives for the preservation and
rehabilitation of housing units, including:
Policy 4h: Encourage neighborhood-based housing initiatives.
• below-market rehabilitation financing for both
1. Support the provision of sufficient resources to owner and non-owner occupied, and vacant
neighborhood-based organizations which are residential structures;
necessary for efficiently increasing the organization’s • structure relocation;
level of production. These resources should include • land banking of City and privately owned vacant
education, technical assistance and skill training lots suitable for residential use;
• adaptive reuse, or conversion of nonresidential
buildings;
• receivership of property by non-profits;
• charitable land trusts through existing qualified
non-profits.
2. Regulate demolition of housing by establishing
standards and procedures which determine if:
• rehabilitation is economically feasible;
• demolition by neglect or omission has occurred;
. • building and housing codes and regulations have
Figure 22
been violated;
• the building is eligible for designation or is
designated historic;
• health and life-safety issues are addressed.

3. Provide fair and adequate enforcement measures 6. Encourage the establishment of Community
including increased fines, liens, and other penalties Development Corporations (CDCs) to help fund
for non-compliance with demolition regulations. additional housing development, redevelopment or
4. Provide administrative complaint, inspection and rehabilitation in the downtown area.
adjudication processes, including appeals and 7. Develop incentives including City-owned land, fee
procedures regarding demolition regulations. waivers, tax-exempt bond financing, historic tax
credits and low-income housing tax credits to promote
housing.
Policy 4k: Analyze all new regulations and ordinances to
evaluate their impact on the costs and the benefits for 8. Encourage the private banking community to develop
housing. a lenders consortium to provide financing of
affordable housing in downtown.
9. Encourage the San Antonio Business Development
Goal 5 Encourage development of the downtown area Foundation to review the possibility of acquiring low
income housing tax credits, and historic tax credits
as a complete neighborhood to enhance its
generated by downtown developments.
image to both visitors and residents.
10. Encourage the Department of Housing and Urban
Development (HUD) to develop new urban
Policy 5a: Encourage new development in the downtown area to
revitalization strategies which:
create a broad range of housing stock including
single occupancy hotels, low, moderate, and upper • Incorporate successful elements of other
income housing, and housing for elderly persons. programs;
• Revitalize the nation's central business districts
1. Give priority to existing buildings, particularly those and inner cities;
with vacant upper floors, for meeting housing needs. • Focus on housing creation and development.
2. Adapt zoning, construction and fire codes that
facilitate new housing in existing buildings without
compromising the basic health and safety of building
occupants.
3. Review the existing building code appeals process
with respect to life, safety issues and the City’s
liability.
4. Retain and enhance tax abatement programs for
historic buildings to encourage their reuse for
housing.
5. Broaden the existing tax phase-in policy, including
lowering dollar limits for phase-in and increasing the Figure 23
percentage of abatement, to encourage more housing
development and redevelopment of all types.

11. Facilitate the development of new infill multifamily 4. Assist the San Antonio Independent School District
housing in single use or mixed-use developments on (SAISD) and/or a conglomeration of area school
vacant tracts in the downtown. districts to establish an arts magnet or other magnet
high schools in the downtown area.
Policy 5b: Allocate housing dollars to downtown. 5. Encourage the development of an expanded
performing arts district.
1. Review and potentially increase the downtown
allocation of dollars from sources such as the San
Antonio Housing Trust Fund. Policy 5d: Continue to improve access to downtown by various
modes of transportation including the construction of
2. Make Community Development Block Grant (CDBG)
a multi-modal transportation hub.
funds available for downtown housing projects.
3. Encourage additional investment in downtown 1. Adopt and implement a coordinated and
housing developments, or acquisition of properties for comprehensive transportation master plan for the
future housing stock. downtown area which addresses parking, pedestrian
and vehicular circulation, delivery of goods and
4. Promote affordable housing in the downtown by
services, and transit operations.
making available City and federal funds to meet the
goals and objectives of a comprehensive downtown
housing plan.
5. Encourage the use of City and federal funding as a
part of its total financing for housing for all income
groups.
Policy 5c: Advocate downtown for major public and private

facilities such as schools, hospitals, sporting
facilities and other institutions with particular
emphasis upon educational opportunities.
Figure 24
1. Promote the development of major public and private
facilities which support the downtown neighborhood 2. Create pedestrian ways, people -mover systems, and
character and historic resources. bicycle trails to connect downtown with adjacent
2. Encourage the development of major public and neighborhoods, open spaces, retail, medical and
private facilities in the downtown area, supporting the other support facilities.
critical massing of these facilities rather than their 3. Encourage the inclusion of housing in the
dispersal. development of future multi-modal transportation
3. Provide incentives, abatements and tax phase-in hubs.
opportunities to major facilities either looking to
relocate downtown or to existing facilities with plans to
improve their downtown facilities.

Policy 5e: Encourage retail development downtown. Policy 5h: Take advantage of technological innovations to
enhance downtown development.
1. Establish an expedited permitting and inspections
procedure for retail and other commercial finish-out 1. Encourage the development of a state-of-the-art
projects. transportation system for downtown.
2. Encourage downtown financial institutions to promote 2. Continue to accommodate the expansion of
new retail activity through continued participation in technological services such as cable and fiber optics
programs offering Small Business Administration to all areas of downtown.
(SBA) participation and better-than-market-rate Policy 5i: Encourage the construction of parking facilities in the
interest loans. downtown area to promote mixed-use and
Policy 5f: Increase the attractiveness of downtown retail by commercial activity centers and to be compatible in
supporting programs that increase security, use, scale and material with the surrounding natural
accessibility, and desirable shopping opportunities. and built environment.
1. Continue to fund and increase funding to the 1. Encourage placement of parking facilities in locations
downtown foot and bicycle patrol. which will support residential development downtown.
2. Establish a public and private partnership to promote 2. Discourage development of parking garages adjacent
retail development in appropriate locations downtown to the River Walk, and the City's plazas and parks.
such as in the Houston Street business district and in 3. Focus on preserving the housing stock and integrity of
the Historic Civic Center. neighborhoods when selecting sites for parking
facilities.
Policy 5g: Maintain downtown San Antonio as the major office 4. Analyze downtown's existing and potential growth and
center for the region. activity centers, and strategically construct parking
facilities to accommodate maximum parking
1. Encourage development of vacant parcels and
availability and efficiency.
parcels with underutilized buildings as office space.
2. Make all reasonable efforts to retain existing public,
commercial and corporate offices. Work to
encourage the relocation of commercial and
corporate offices from both within and outside the City
to the downtown.
3. Maintain City tax phase-in incentives for property
owners to retain and attract long-term major corporate
tenants and owners to the downtown area.
4. Maintain the current level of security and maintenance
in the downtown area, and make every effort to Figure 25
increase these services as the downtown office
population grows.

E. NATURAL RESOURCES Natural Resources Goals
Goal 1 Preserve the unique, rare and significant

San Antonio’s wealth of natural resources have
features of San Antonio's natural environment.
contributed to the City’s cultural heritage and development
Goal 2 Integrate environmental quality protection into
patterns. The convergence of prairie, plains, and plateau
all phases of local planning and policy
landscapes, united by flowing streams of abundant, clean
implementation.
water and situated above a great underground reservoir,
Goal 3 Achieve a sustainable balance between the
has drawn people to this region from prehistoric times to
conservation, use and development of San
the present, and has shaped settlement patterns and
Antonio's natural resources.
economic development. Dedicated protection of this
unique combination of high quality natural resources is key
to maintaining the City’s future economic vitality and high
quality of life for all citizens. Goal 1 Preserve the unique, rare and significant
features of San Antonio's natural environment.
Policy 1a: Develop new and utilize existing partnership

programs between public agencies and private
citizens to monitor the City's air and water quality.
1. Watershed. Cooperate with local and state agencies
to develop or expand scientifically based watershed
monitoring and education programs that involve
citizen groups, school districts and neighborhood
associations.
2. Water. Encourage the conservation of the City’s
surface and ground water resources through public
education programs and information programs and
protective regulations.
3. Air. Cooperate with state, regional and local
agencies, industry associations and other appropriate
groups to monitor compliance with EPA's standards
for emissions and to develop control strategies.
Figure 26
San Antonio III. NATURAL RESOURCES 33

Policy 1b: Develop and implement a management plan for land
use activities which includes the best management
practices, based on scientific study, that will protect
the recharge and drainage zones of the Edwards
Aquifer from pollution.
1. Aggressively implement the water quality
recommendations included in the 1994 report, The
Edwards Aquifer: San Antonio Mandates for Water
Quality Protection and any subsequent revisions.
2. Incorporate comprehensive watershed management
considerations in revisions of land use and
development standards. Figure 27
3. Support new development designs that incorporate 12. Eliminate exfiltration and overflows from the public
street, drainage and lot layouts which reduce storm wastewater collection system through a planned
runoff, pollutant loading, and the need for landscape replacement program and a variety of flow
irrigation. management activities.
4. Adopt urban drainage standards which reduce non 13. Study the impact of septic systems on water quality,
point source pollution and minimize downstream and expand the septic tank inspection program in
flooding. cooperation with the County.
5. Continue to enforce, and strengthen if necessary, 14. Study the correlation between land use and
requirements for underground storage tanks. stormwater quality and set standards in accordance
6. Identify significant recharge features and accurately with the findings.
record their location onto subdivision plats using 15. Encourage the development of Habitat Conservation
current computer technology. Plans for areas of the Edwards Aquifer Drainage and
7. Protect recharge features through such measures as Recharge Zones associated with rare, unique or
acquisition, zoning restrictions, and buffering. sensitive biota.
8. Consider impacts of transportation on the recharge 16. Seek implementation of the City's and San Antonio
zone when revising and implementing the Major Water System’s pollution regulation jurisdiction into
Thoroughfare Plan. the extraterritorial jurisdiction.
9. Utilize vegetated buffer zones along 100 year flood 17. Utilize mechanisms such as land banking to provide
plains and significant creeks. incentives to public and private entities to mitigate
impacts at a higher ratio than the minimum required.
10. Establish standards for vegetation clearing and
maintenance. 18. Cooperate with public and private entities to develop
education programs for homeowners, businesses and
11. Maximize open space and minimize impervious cover
visitors concerning water quality protection.
through all available means.

19. Adopt local guidelines and support regional guidelines • regulatory mandates;
for construction activities in the Edwards Aquifer • environmental assessment;
Drainage and Recharge Zones area. • jurisdictional and utility agreements;
• reuse and recycling;
Policy 1c: Work with elected representatives, other governing • water marketing.
bodies, and public interest groups to develop a
comprehensive management plan for water resources 5. Reduce water consumption through aggressive
including the development of additional sources of implementation of conservation policies and
clean water for the San Antonio area. programs.
6. Encourage an aggressive water reuse (recycling)
1. Continue to forge strong partnerships with regional program.
interests to study and evaluate water supply options
for San Antonio and the region. Policy 1d: Encourage retention of the 100-year floodplains as
natural drainage ways without permanent
2. Maximize public participation in water resources construction, unnecessary straightening, bank
management planning and work to implement the
clearing or channeling.
recommendations of the Mayor’s Citizens Committee
on Water Planning and Policy Development. 1. Encourage the ecological management of floodplains
3. Integrate the recommendations of the Open Space and promote their use as open space, such as
Plan, The Edwards Aquifer: San Antonio Mandates greenways, parks, wildlife habitat, and pedestrian-
for Water Quality Water Protection, Watershed friendly linkage corridors.
Management Plan, Parks Plan, and other applicable 2. Adopt strong stormwater management practices
plans into a unified urban design and natural throughout the drainage area which include site
resources plan. specific measures such as:
4. Implement a scientifically based, comprehensive • on-site stormwater retention and detention;
natural resources management and development • reduction in impervious cover;
plan which includes, but is not limited to, • natural bank contouring;
consideration of: • floodplain preservation and buffering;
• impact of pollutant loading due to demographic • preservation of riparian habitat;
changes; • stormwater harvesting sites for reuse purposes.
• water rate restructuring;
• construction and development standards for 3. Develop a system to access and utilize databases
sensitive areas; with historical floodplain information.
• water quality and quantity monitoring; 4. Analyze each watershed for baseline conditions and
• inter-basin transfer and storage; take appropriate actions to maintain or improve
• water conservation; conditions.
• conjunctive reuse;
• impact of the tourist industry;
• impact of current and projected military and
industrial activities;

Figure 29
Figure 28
Policy 1f: Develop and implement a comprehensive, regional
Policy 1e: Establish policies and regulations to minimize waste
hazardous materials handling, transportation and
generation through effective waste reduction, reuse,
remediation plan which includes enforcement
and recycling; and through expanding demand for
procedures and non-compliance penalties.
recycled products.
1. Cooperate with appropriate agencies to develop
1. Encourage public agencies and businesses to actively clearly marked routes away from environmentally
recycle and purchase products made from recycled sensitive areas for transport of hazardous materials,
paper, plastic, glass and other recyclable products. when feasible.
2. Develop and provide cost-effective recycling 2. Design and construct structural controls along
programs in existing and new neighborhoods, and designated hazardous materials routes or in
educate homeowners on how the program works. environmentally sensitive areas to trap hazardous
3. Prepare a comprehensive program to manage brush, materials or filter runoff.
yard waste, sludge and similar materials for the 3. Develop a spill response protocol and mitigation plan
purpose of reducing or reusing solid waste. to address accidents involving hazardous materials.
4. Expand City-integrated solid waste reduction 4. Support legislative efforts to establish a point of origin
strategies such as “pre-cycling”, alternative disposal tax on hazardous materials and designate funds for
methods, waste exchange programs and household mitigation and pollution prevention purposes.
hazardous waste collection.
5. Educate the public on the handling and transportation
of hazardous materials.

Policy 1g: Promote the safe storage of hazardous materials in 2. Enhance Noise Code compliance by increasing the
locations that do not endanger neighborhoods. number of noise monitoring units and improving the
City's ability to respond quickly to complaints.
1. Identify and establish appropriate locations and
standards for the storage of hazardous and toxic
materials. Goal 2 Integrate environmental quality protection into
2. Consider during the zoning process and when issuing all phases of local planning and policy
building permits, the proximity of residential implementation.
neighborhoods to the storage of hazardous materials.
Policy 2a: Establish a strong natural resources protection policy
Policy 1h: Work with the local business community, for San Antonio.
neighborhood groups, and appropriate state agencies 1. Support the preservation and improvement of the
to provide mechanisms for disposal of residential current quality of San Antonio's air, land, and water
hazardous and toxic materials such as pesticides and resources and revise current City codes, regulations
cleaning solutions. and practices to reflect this policy.
1. Support and encourage use of the City of San 2. Cooperate with appropriate entities to enforce existing
Antonio's Household Hazardous Waste Collection codes, ordinances, and regulations dealing with
facilities. protection of natural resources.
2. Encourage retail outlets to sell non-toxic alternatives. 3. Create guidelines for demolition and construction
3. Encourage retail outlets of hazardous materials to which protect trees and other vegetation.
provide a mechanism for their collection and disposal. 4. Maintain San Antonio’s air quality attainment status
4. Establish ordinances that strengthen legal remedies through implementation of strategies recommended
against the illegal disposal of hazardous and toxic by the City of San Antonio Air Quality Task Force, and
materials. by working in cooperation with regional and state
officials.
5. Continue implementing a National Pollution Discharge
Elimination System Storm Water Quality Program Policy 2b: Assist in the development of a comprehensive,
which includes notification procedures, educational regional natural resources plan.
programs, target waste, contact phone numbers, 1. Participate with other agencies and organizations to
centralized drop-off sites, and pick-up crews. develop a long-range, comprehensive, regional
natural resources conservation and integrated
Policy 1i: Develop programs to reduce noise generation planning process which encourages citizens to make
throughout the City. long-range conservation commitments.
1. Improve and maintain standards for noise levels that 2. Develop a comprehensive natural resource planning
are appropriate to the area's land uses (residential, process which encourages the retention and
commercial, industrial). preservation of natural topographic features for public
and private development.

3. Inventory, rank, and organize San Antonio's land- native vegetation and use of locally native or adapted
based natural resources such as significant recharge drought tolerant species.
features, endangered species habitat, and open 2. Continue to encourage property owners,
space. neighborhood associations and school districts to
4. Develop a process to determine the impacts of work with natural resource agencies and
demographic trends on all natural resources. environmental organizations to develop and
5. Establish a feasible land banking system to address disseminate information about the natural
protection, management and scientifically based environment of their area.
mitigation for losses of recharge potential, wildlife
habitat, and other natural resources.
6. Actively pursue passage of legislation to expand and
financially support water quality monitoring and
enforcement capabilities in the region.
7. Pursue appropriate legislation to extend the City's
regulatory authority in its extraterritorial jurisdiction for
the purpose of implementing a comprehensive natural
resources plan.
Policy 2c: Improve the efficiency of the City's environmental

review functions to assist all new development
projects and redevelopment initiatives to meet
federal, state, and local environmental standards and
permit requirements.
1. Ensure that data generated and compiled by City
departments and agencies is easily accessible to
other local, regional and state agencies.
2. Revise the Unified Development Code to address the
protection of natural resources and compliance with
environmental regulations.
Figure 30
Policy 2d: Develop ordinances which preserve integrity of the

natural settings of neighborhoods, communities,
open spaces and parks, and develop clear
procedures for their enforcement.
1. Continue to implement and update, as necessary, the
landscape and tree ordinances for public and private
properties to emphasize preservation of established

conservation of water and energy and other natural
resources through effective inverted rate structures
Goal 3 Achieve a sustainable balance between the
(incrementally higher per unit costs as usage
conservation, use and development of San increases.)
Antonio's natural resources.
2. Continue to support rebate programs for customers
who replace existing equipment with new equipment
Policy 3a: Develop programs to attract environmentally that reduces energy and water consumption.
sensitive industry to San Antonio and to encourage 3. Cooperate with other agencies to provide incentives
local industry to adopt water conserving and minimal for water use reduction, and to provide a public
impact technologies in their operations. education program promoting xeriscape landscaping
as a means of water conservation.
1. Continue to develop incentive packages including
strategies such as tax deferments, and special 4. Support state-wide legislative initiatives to develop
services, to attract and support environmentally and implement a "point-of-sale" fee system which
sensitive industries. reflects the cost of collection, clean-up and disposal
of products.
2. Promote education of the community concerning
minimal impact technologies, and encourage their use 5. Implement a plan for use of recycled water in City and
by local businesses. other facilities.
3. Work with local developers, builders, environmental 6. Expand programs to encourage individuals and
organizations, chambers of commerce, industrial businesses to replace high water-using vegetation
associations, and environmental groups to produce with water saving landscapes.
and distribute a directory of environmentally sensitive
construction products and technologies.
Policy 3d: Promote public and private partnerships to reduce
4. Provide incentives for companies to reduce water and natural resource consumption through aggressive
energy consumption, and to reuse or recycle water.
conservation, reuse, and recycling programs.
5. Provide incentives for companies that install new
equipment that maintains or improves air quality. 1. Continue to cooperate with citizen groups and private
industry to expand curbside recycling throughout San
Policy 3b: Develop and publish an environmental handbook Antonio.
with information regarding the least harmful
technologies, environmental standards, permit 2. Work with private industry, and appropriate public
requirements, evolving technologies, and provide agencies to institute and maintain aggressive
recycling programs in all City facilities which would
technical assistance to assess the impact of projects.
include giving preference to recyclable and reusable
materials when purchasing.
Policy 3c: Develop incentive programs to reduce energy and
water consumption.
1. Work in cooperation with public and private utility and
water providers to continue to encourage

3. Pursue a regional environmental enterprise facility 2. Develop a "Sense of Place" project to enhance
which would locate landfill operations together with understanding of the unique history, environmental
materials recovery facilities, processing plants, context, and land uses of different areas in the City.
education and research centers, and transportation 3. Institute programs to instill "common courtesy"
hubs. practices to correct environmentally negative
4. Replace fleet vehicles with cost-effective, alternative behaviors such as litter and noise pollution.
fuel and technology vehicles when practical, and
actively encourage other public and private groups to
do likewise.
5. Encourage use of other modes of travel besides the
single occupancy vehicle.
6. Establish a yard waste recycling program.
7. Work in cooperation with public and private utility
providers to encourage energy efficient design and
practices in residential and commercial buildings.
8. Establish standards for collection and use of gray
water or reclaimed (recycled) water for non-potable
uses.
9. Encourage use of individual water collection storage
facilities to collect rain water for the purpose of
irrigation and other non-potable uses.
10. Update building codes to include mandatory use of
water and energy conservation equipment.
11. Support legislation that requires return deposits on
appropriate items, restricts sale of non-recyclable,
non-compostable or toxic products, and otherwise FIGURE 31
aims at litter reduction.
12. Incorporate xeriscaping into the City’s own
landscaping.
Policy 3e: Encourage cooperation among natural resource “Man shapes himself through decisions
management agencies, other professionals and local that shape his environment.”
— Renee Dubois
school districts in developing environmental
education materials and outreach programs.
1. Educate the public on local sub-watersheds through
programs such as the "Know Your Watershed"
program.

F. URBAN DESIGN
Urban Design determines how a City looks, “feels” and

functions. It embodies the design, planning, and
integration of utility infrastructure, transportation, historic
resources, community services, and natural resources.
Striving for good urban design can shape San Antonio into
a cohesive and attractive array of neighborhoods,
commercial centers, and public amenities.
Historical and cultural resources are essential components FIGURE 33

in defining the unique character of San Antonio. These
resources contribute to the scale, color, texture and sense
of time and place revered by San Antonians and visitors
alike. Therefore, it is appropriate to preserve and enhance
Urban Design Goals
the remaining historical and cultural resources, and to
incorporate them into future development.
Goal 1 Preserve and enhance the City's urban design.
Goal 2 Preserve and enhance the City's historic
resources.
Goal 3 Develop and maintain a diversified and balanced
citywide system of parks and open space.
Goal 4 Plan, locate and maintain infrastructure and
utilities to facilitate and maintain safe, healthy
and sustainable environments for human
activity.
Goal 5 Develop policies for various transportation
modes that will increase access to employment
centers, community services, and cultural,
recreational, educational and commercial
facilities; and decrease the reliance on single
FIGURE 32 occupancy vehicles.
San Antonio III. URBAN DESIGN 41

Goal 1 Preserve and enhance the City's urban design. • Preservation and enhancement of the City’s
important historic and cultural characteristics,
including architectural styles and historic districts,
Policy 1a: Define, preserve and promote neighborhood centers as well as existing residential and commercial
which include schools, libraries, stores, transit districts, and neighborhood centers.
centers and community service facilities in • Distinctive physiographic, natural, and scenic
accessible, pedestrian friendly environments. features.
1. Identify and designate neighborhood and urban • Pedestrian safety and comfort, transit access,
centers as part of an overall citywide land use plan. street level amenities, and circulation between
neighborhood centers.
2. Design and renovate public facilities with transit
• Greater density and diversity of development
access points as central features to enhance
consistent with these urban design policies.
neighborhood centers as pedestrian friendly
• Creation of City gateways and entry points,
environments.
• Improved design and attractiveness of the City’s
3. Based on a comprehensive land use plan, encourage highway, street, transit and pedestrian networks,
more intensive development in and near and of its open spaces and greenbelts.
neighborhood centers with less intensive 2. Encourage public art in all public and private projects.
development between neighborhood centers, and
implement these changes through zoning. 3. Provide design standards for streetscape
improvements including appropriate landscaping,
4. Locate major activity facilities such as libraries and furnishings, signage/graphics and pedestrian paths,
police sub-stations in neighborhood centers to create along with gateways, landmarks, and markers at
a sense of place. strategic access/transition points.
5. Consider the integrity of neighborhood centers when 4. Adopt an urban design review process for giving
the transportation system is upgraded or built. physical design direction to urban growth,
6. Install appropriate signage to call attention to conservation and character.
community activity centers. 5. Establish a process to involve the community in
programming and designing public spaces.
Policy 1b: Develop urban design policies and standards which 6. Develop unique and specific design standards for
integrate and coordinate planning for historic and areas throughout the City, including neighborhoods
cultural resources, public facilities and services, and and the downtown.
private development, infrastructure, transportation,
arts and cultural resources, libraries, parks and
recreation, health and human service facilities.
1. Create and adopt urban design guidelines and
standards that will enhance the quality of life in San
Antonio, and which specifically encourage the
following:

Policy 1c: Encourage patterns of urban development that
provide a full range of housing choices and promote
a sense of community, urban vitality and the efficient
provision of infrastructure.
1. Develop a comprehensive land use plan based upon
the goals and policies of this Plan, using a public
planning process.
2. Develop zoning regulations that would allow mixed-
use development (i.e., residential and commercial) to
be placed in the same building.
3. Support and promote residential development that will
include a mix of multi-family units and single family
homes in varying sizes, types and price ranges.
Figure 34
4. Encourage street patterns that promote multiple
Policy 1d: Develop criteria and procedures for infill development
pedestrian and vehicular access and do not contribute
which will enhance the character of neighborhoods.
to collector street congestion.
5. Review and revise the City’s Zoning Code and Sign 1. Involve neighborhoods in developing neighborhood-
and Landscape Ordinances to establish development specific plans that define the character and pattern of
standards consistent with this Master Plan. development for their neighborhood, and that
establish infill development guidelines.
6. Create alternative development standards, such as a
Traditional Neighborhood Development Ordinance, 2. Offer economic and infrastructure incentives to
which will enable the design and construction of encourage infill development.
neighborhoods and districts that fulfill the objectives
for urban vitality, sense of community and the efficient Policy 1e: Apply strategies which will result in all existing and
provision of infrastructure. new streetscapes being accessible, safe, and
stimulating.
1. Provide and encourage safe streetscapes and public
facilities by using strategies including the
following—
• Keep activity areas and circulation routes well
lighted.
• Permit zero setbacks for commercial and multi--
family developments.
• Provide highly visible streets, sidewalks and trails.

Policy 1f: Ensure that City facilities such as libraries, Goal 2 Preserve and enhance the City's historic
community centers, transportation centers and parks resources.
are well utilized.
1. Encourage mixed-use zones around existing and new Policy 2a: Compile and maintain a comprehensive and dynamic
City facilities to foster a greater mix of activities and historic resource inventory program which includes
social interaction. federal, state, and local landmarks, properties, and
districts.
Policy 1g: Prepare design and construction policies and 1. Initiate a continuing survey program with county
standards for utility and transportation infrastructure, participation, to document individual historic
capital improvement projects, public facilities and resources for local landmark, state archeological
development projects that reinforce neighborhood landmark, and National Register designation.
centers and provide diverse, pedestrian-friendly 2. Survey all existing designated historic districts at least
neighborhoods. every five years in order to update the information on
1. Encourage area neighborhood and community groups individual historic resources, and make the inventory
to participate in the discussion of the design and available to the public on a timely basis.
location of public facilities. 3. Publish an inventory of historic districts and
2. Provide for adequate security and maintenance in the resources, and include maps and a brief history of
design of public projects, especially parks and open each district. Include the River Walk, Acequias,
space. Caminos Reales, Spanish Land Grant boundaries
3. Set aside a minimum 1 percent of all City capital and Mission Trails in the historic resources inventory.
expenditures from all capital projects for landscaping. 4. Require as part of the neighborhood planning
process, the identification of potential historic
resources and historic districts.
5. Include information on the benefits of historic
designation and technical support available from
governmental and non-profit organizations in the
Neighborhood Resource Kit.
Policy 2b: Actively encourage preservation and renovation as a

first priority whenever possible.
1. Reuse historic buildings rather than build new ones
Figure 35
when considering expansion of City facilities.

2. Educate staff involved with promoting the physical Policy 2c: Build on San Antonio’s unique history.
development of the City about current historic
preservation resources, funding, and tax incentive 1. Consider historic acequia courses as routes for
programs. designated pedestrian and bicycle paths with
preservation or reconstruction.
3. Educate key staff involved with the physical
development of the City about federal, state and City 2. Consider extension of the River Walk as feasible and
preservation laws, regulations and ordinances. appropriate.
4. Review building codes, fire codes and permit approval 3. Cooperate with other groups to identify and designate
processes to determine if they can be modified to the historic routes of the Caminos Reales as a
facilitate the redevelopment of historic structures statewide historical and cultural network.
without compromising safety. 4. Cooperate with other entities to identify historic
5. Support state and federal legislation which would battlefields and military sites and where feasible,
provide for the transfer of tax abatements from integrate them into the City park system.
historic structure renovations, as credits to be applied 5. Identify the boundaries of the Spanish Land Grant
to other structure or business activities. which remain as distinctive physiographic features
6. Lobby state and federal governments to institute and streets, and establish urban design standards
governmental underwriting of historic property which reflect the area’s historical significance, and
renovations through authorizing additional tax credits which enhance pedestrian and bicycle activity and
for historic preservation projects. promote reinvestment opportunities.
7. Encourage architectural design competitions or
projects to stimulate new ideas in the renovation and Policy 2d: Fund and staff City preservation activities to ensure
use of historic structures. enforcement of existing codes.
1. Increase funding for the historic preservation and
code enforcement activities as the work load
increases.
2. Provide educational programs, publications and
videos, to inform owners of the special requirements
of improving and maintaining historic resources.
3. Provide ongoing training to staff from the
Departments of Building and Inspections and Code
Compliance on the special conditions encountered in
the inspection of historic resources.
FIGURE 36

Policy 2e: Provide incentives for preservation of privately-
owned historic properties, promote the preservation
of City-owned historic properties, and consider the
creation of a historic preservation fund for City-
owned historic properties.
1. Provide incentives for preserving and enhancing
privately owned historic properties through—
• Creating revolving low interest loans for
maintenance and improvement of properties
eligible for historic designation.
• Offering technical assistance to owners of eligible
or designated historic properties regarding
application for grants and low interest loans.
• Creating additional tax abatements or tax phase-
ins for residential properties.
• Creating local historic rehabilitation tax credits.
• Providing information on historic property Figure 37
preservation resources.
Policy 2f: Promote partnerships between public agencies and
• Adoption of the Uniform Building Conservation
conservation and neighborhood organizations to
Code.
achieve preservation objectives.
2. Provide mechanisms to preserve and enhance City- 1. Include sessions regarding historic preservation
owned historic properties through— during the annual neighborhood conference, and
• Accepting support from organizations willing to other appropriate forums.
sponsor historic preservation upkeep of City- 2. Continue to solicit input from public agencies,
owned properties. conservation and neighborhood organizations to
• Encouraging the creation of endowment funds to identify needs and priorities for maintenance and
be used for historic, City-owned properties. renovation of historic resources.
• Creating an historic preservation fund to be used 3. Ensure that all City Departments and agencies whose
to finance ongoing historic preservation, adaptive work has an impact on historic resources, include
reuse and rehabilitation. appropriate preservation objectives in their goals or
• Consider rehabilitation of underutilized City- mission statements.
owned historic properties for community uses.
3. Create special incentives for preservation in low and
moderate income neighborhoods.
4. Minimize the need for demolition by facilitating sales
of endangered historic properties to buyers interested
in preserving and/or renovating those properties.

4. Develop a requirement that subdividers of land
provide recreational opportunities for City residents
through the dedication of park land, or fees in-lieu of
dedication.
5. Broaden the use of academic institutions and school
organizations to participate in the identification of
neighborhood needs for parks and open space.
6. Study the feasibility of increasing the numbers of
large urban parks (e.g., Brackenridge) which would
be adequately funded, operated, and patrolled.
Figure 38
Policy 3b: Plan and develop a citywide system of linear parks
and hike and bike trails which incorporate drainage
Goal 3 Develop and maintain a diversified and balanced ways and open spaces which link parks, schools,
citywide system of parks and open space. institutions, and neighborhoods.
1. Identify existing and planned drainage ways,
Policy 3a: Utilize a planning process which encourages civic
abandoned railroad rights-of-way, utility corridors and
participation in the creation of a City park, recreation
open spaces which are located near or between
and open space plan which will: schools, institutions and neighborhoods.
a) Coordinate the acquisition and development of 2. Continue to develop hike and bike trails through the
public and private parks and open spaces; City’s park system to connect neighborhoods, places
of employment, school campuses, and historical and
b) Develop master plans for existing City parks;
cultural attractions, where possible.
c) Complete the development and revitalization of 3. Work with schools, neighborhood groups, and
existing parks; institutions to ensure that hike and bike trails, and
d) Ensure that parks are fully accessible to all linear parks are designed, constructed and
maintained to meet national safety and accessibility
citizens.
standards.
1. Develop and maintain an inventory of existing and 4. Develop a compact, durable map or booklet of maps
potentially significant park and open space lands, and illustrating the system of linear parks and hike and
use the expertise of other entities in their evaluation. bike trails.
2. Encourage conservation and protection of identified
properties through leases, conservation or scenic
easements, overlay zoning districts, protective
covenants, tax abatements, or acquisition (by
purchase or donation).
3. Develop a process to amend and implement the
Open Space Plan and to designate open space lands.

5. Promote special events to encourage the use of Policy 3f: Increase partnerships to encourage the shared use of
bicycling, walking and jogging as alternative forms of public and private properties—particularly flood
transportation and recreation. plains, open space and recreational facilities located
at schools and institutions.
Figure 39
Policy 3c: Broaden park acquisition and management priorities

to include special natural feature areas and passive
recreational opportunities, while protecting Figure 40
ecosystems and limiting development in
environmentally sensitive parks and open space.
1. Promote joint use of school facilities for parks,
Policy 3d: Develop and maintain parks, open space, and recreation, and open space.
recreational opportunities in all parts of the
2. Offer appropriate incentives to individuals or
community. associations who provide or maintain public parks in
1. Develop, as appropriate, existing municipal park their neighborhoods, to continue them in public use.
acreage which is underdeveloped, and provide
adequate maintenance.
2. Acquire and develop new park and recreation facilities
in areas which are under-served.
Policy 3e: Involve citizens in the design, development, and

maintenance of parks and open spaces.
1. Continue to encourage volunteer organizations to
maintain parks an open spaces.
2. Expand communication with citizen groups to
anticipate changing needs and interests in the
provision of parks and open space.
FIGURE 41

Goal 4 Plan, locate and maintain infrastructure and
utilities to facilitate and maintain safe, healthy
and sustainable environments for human
activity.
Policy 4a: Establish a master plan and a review process to

coordinate the efficient distribution of infrastructure
and utility systems under the auspices of the
Planning Commission.
1. Work with utility departments and agencies to develop
a public utilities and infrastructure master plan that will
Figure 42
consider long range utility needs which reflect the
City’s growth and development strategies.
3. During the construction of all major thoroughfares and
the reconstruction of existing major thoroughfares,
Policy 4b: Use incentives to encourage development in install medians unless not feasible.
underutilized urban areas. 4. Minimize the use of continuous turn lanes when
1. Consider alternatives to existing setback, right-of-way, feasible.
and other platting and zoning requirements to 5. Locate traffic control boxes, transformers, mailboxes,
encourage development. telephone guy wires and other obstructions off the
2. Consider rezoning underutilized areas to sidewalk.
accommodate and promote appropriate 6. Encourage utility and telephone line locations to be in
redevelopment, while being cognizant of the the rear of property, underground, or otherwise give
surrounding areas’ environment. aesthetic and economic consideration to alternative
locations.
7. Establish urban design guidelines for capital
Policy 4c: Create streetscapes which emphasize both
improvements such as roads, drainage corridors and
pedestrians and vehicles.
community centers, which facilitate and
1. Encourage the design and use of rear alleys in accommodate increased pedestrian use and safety.
residential neighborhoods to reduce "points of 8. Establish an attractive graphics and signage system
conflict" between automobile and pedestrian traffic. for all publicly owned signs, except for those
2. Increase minimum standards for pedestrian controlled by state and federal jurisdiction/ vegetation.
infrastructure including sidewalk width, location and
lighting. Establish an administrative variance
procedure to provide relief from sidewalk
requirements where appropriate.

9. Encourage adherence to crime prevention practices Policy 5b: Develop a system of complementary transportation
through environmental design standards for modes which supports safe and efficient movement
streetscape projects. of people and goods, which results in an efficient
pattern of urban development, including active and
Goal 5 Develop policies for various transportation vital neighborhoods.
modes that will increase access to employment 1. Develop a long-term comprehensive transportation
centers, community services, and cultural, needs assessment.
recreational, educational and commercial 2. Provide and encourage transportation options which
facilities; and decrease the reliance on single emphasize convenience, safety, environmental
occupancy vehicles. quality, and efficiency.
3. Develop traffic control measures such as minimizing
or sharing of driveways.
Policy 5a: Develop a transportation plan that promotes safety
and links neighborhood destinations throughout the 4. Evaluate and revise traffic engineering standards, as
City and allows residents access to regional appropriate, to provide for traffic circles, local and
destinations. collector offset street intersections, parallel and head
in parking, and bike lanes.
1. Provide incentives which promote the use of mass 5. Develop criteria for requiring transportation impact
transportation systems to employment centers and analyses of public and private projects.
regional destinations.
6. Encourage resident and employment growth within
2. Encourage development of High Occupancy Vehicle walking distance of the downtown area and
lanes on freeways. neighborhood centers to support an inter-modal
3. Study the feasibility of alternative transportation transportation system.
modes (e.g., rail, subway, bicycle) which will link 7. Establish transportation goals and strategies for the
suburban centers to downtown and other major downtown area, neighborhood centers, and large
destinations. commercial areas that consider multiple alternatives
4. Require traffic queuing analysis for proposed parking for solutions to the region's transportation problems.
facilities and gates to private streets to ensure that 8. Identify and evaluate the environmental implications
traffic queues do not back into cross streets. of major public and private transportation projects.
5. Consider locating an inter-modal transportation center
to serve commuters, tourists, and residents in areas
with transit dependent populations such as downtown, Policy 5c: Promote a transportation system which efficiently
neighborhood centers, and large commercial districts. coordinates the distribution of people to major
6. Provide roadway improvements that facilitate delivery destinations.
of emergency, police and fire services. 1. Encourage VIA Metropolitan Transit in conjunction
with the Metropolitan Planning Organization (MPO), to
study the feasibility of light rail, commuter rail, bus,
subway, and any other alternative methods of mass
transportation.

2. Encourage public transit to provide direct access from Policy 5f: Assign a priority to the maintenance of streets and
all parts of the City to community and regional health sidewalks including the feasibility of a dedicated
care facilities. funding source.
1. Increase funding for street repair and for planned
Policy 5d: Expand the overall capacity for the movement of preventive maintenance, working towards an average
people by including alternative transportation modes ten year cycle.
in the design of the City's infrastructure and utility 2. Seek equitable contributions from heavy users, such
systems. as the transit authority, for street and road repair.
1. Incorporate alternative transportation modes into the 3. Consider the use of alternative surface materials to
design of the existing transportation network. increase durability.
2. Actively support a regional transportation system that 4. Allow private contributions and participation in the
expands capacity by using linked transportation repair or maintenance of public streets.
networks such as light rail and bus networks, high 5. Consider performance of contractors, professional
occupancy vehicle lanes, bicycle network, and service firms, and suppliers of materials for previously
pedestrian-ways. constructed streets, in awarding future street
construction contracts.
Policy 5e: Encourage the use of traffic demand management 6. Work with the County to establish design
strategies and intelligent vehicle highway systems. requirements for streets and road construction so that
streets have a lifetime expectancy of at least 20
1. Promote Advanced Traffic Management Systems years.
(ATMS) to provide real-time means for motorists to Policy 5g: Provide additional parking where needed, but ensure
effectively monitor traffic conditions, adjust traffic that it is integrated into the surrounding environment.
operations quickly, and respond to incidents.
2. Continue optimizing the coordination of traffic signals 1. Provide incentives to encourage private construction
throughout the City to facilitate the flow of traffic. and ownership of structured parking facilities in those
areas with the highest need.
3. Promote public and private sector ride-sharing,
flexible working hours, parking management 2. Consider providing publicly funded parking facilities in
innovations, and mixed-use developments as means high demand areas where privately funded and
of reducing the demand for peak period vehicular owned facilities are not feasible.
trips. 3. Update parking code requirements to ensure that
4. Promote multi-jurisdictional cooperation in Intelligent parking facilities reflect the surrounding natural,
Transportation System projects, including emergency architectural and historic characteristics.
incident coordination, parking enforcement, traffic
signal timing, and roadway detours for construction
and incident management.

4. Promote mixed-use off-street parking facilities Policy 5i: Develop a safe and convenient pedestrian travel
whereby two or more distinguishable land uses have network with sidewalks, walkways and trails
a common parking area. integrated into the transportation system and
5. Enact reasonable maximum parking ratios. neighborhood centers.
1. Ensure that all new sidewalks comply with City codes,
Policy 5h: Promote the safe use of bicycles as an efficient and and are designed to be functional and unobstructed,
environmentally sound means of recreation and linking neighborhoods, residential areas and
transportation by encouraging a citywide network of neighborhood centers together.
lanes, trails, and storage facilities. 2. Provide incentives for developers to exceed minimum
standards for the pedestrian infrastructure.
1. Develop and implement a comprehensive and
community based bicycle transportation plan which 3. Pursue all funding options (e.g., bonds, TIP, ISTEA)
serves all areas of the City. for the construction of major sidewalks, walkways and
trails.
2. Consider bicycling in the design and construction of
public streets. 4. Encourage a cooperative sidewalk program between
schools and the neighborhood, to enhance safety,
3. Assess the feasibility of joint pedestrian and bicycle
appearance and access for area residents.
usage in existing public facilities, and promote such
usage where feasible. 5. Promote safety on the pedestrian networks by—
4. Promote partnerships among public agencies, • eliminating physical barriers for the movement
businesses, bicycle organizations and citizens to impaired
improve bicycle access and facilities. • maximizing visual contact between the network
5. Include bicycle parking requirements in City and surrounding areas
regulations for cultural and recreational facilities and • modifying zoning to promote high activity uses
other major destinations. adjacent to the network
• providing buffers from vehicular traffic, and
6. Encourage VIA to integrate bicycling with public
• enhancing signage for pedestrians
transit (e.g., bicycle racks on front of VIA buses).
7. Advocate bicycle issues by applying for grants, Policy 5j: Encourage growth within walking distance of
encouraging citizen participation in promoting downtown employment centers and within walking
bicycling opportunities, promoting bike safety and distance of future high capacity transit terminals in
education, and overseeing implementation of master neighborhood centers.
plan policies regarding bicycling.
1. Encourage the location of transit terminals near high
8. Identify the City's bicycle lanes and trails and publish traffic centers.
a bicycle map for the public.
2. Integrate transit authority decisions and transit facility
9. Establish recreational bicycle lanes, trails, and planning into City public works planning and design.
parking where appropriate, within City facilities.
3. Work with the transit authority to integrate security
10. Continue to develop safety regulations as needed for features in transit terminals and along high traffic
the safe use of bicycles. vehicular and pedestrian networks.

4. Promote mixed use development in the downtown
area and neighborhood centers that ties directly into
transit facilities and reinforce the pedestrian character
of the area.
5. Include urban design as an integral part of all new “The city is a fact in nature, like a cave, a run of mackerel or an ant-
construction and improvement of transit centers, heap. But it is also a conscious work of art, and it holds within its
streets, and pathways in the City. communal framework many simpler and more personal forms of art.
Mind takes form in the city; and in turn, urban forms condition mind.”
Policy 5k: Accommodate the specific needs of disabled —Lewis Mumford
individuals in all transportation modes.
1. Bring City transportation facilities into ADA
compliance.
Policy 5l: Develop strategies and initiatives to increase

opportunities for international transportation of
people and goods to strengthen San Antonio's
position in global economic and cultural markets.
1. Support national and state legislation including the
designation of NAFTA highways, with the proposed
effect of increasing international trade.
2. Work to ensure that NAFTA highways go through San
Antonio, when feasible.
3. Encourage infrastructure development in targeted
areas in an effort to encourage international trade and
transport.
4. Pursue airport improvements and other strategies
which would serve to attract international flights to the
San Antonio International Airport, Kelly Air Force
Base and other airport facilities.
5. Explore and implement options to facilitate and
increase freight traffic into San Antonio.

IV. MASTER PLAN GLOSSARY
Capital Improvement Plan or Program (CIP): A plan for the
construction of capital improvements that includes their timing
Activity Centers: Places (individually or collectively) such as and cost.
schools, libraries and parks where individuals and organizations
congregate for the purpose of leisure, discussing community Central Business District (CBD) : (Often same as Downtown)
affairs, attending cultural and educational programs or shopping. An area within a City which has a centralized, high concentration
of retail and service businesses, governmental offices and
Adequate Funding: A level of financial support which ensures facilities, financial districts, professional offices, hotels and
that a public agency can meet minimum standards of the City motels, cultural, recreational and entertainment establishments,
Code and the intent of the Master Plan goals, objectives and colleges and universities, residences, appropriate industrial
policies. activities, and transportation facilities.
Affordable Housing: A unit of housing which does not exceed in San Antonio’s Central Business District is the central area of the
cost 30% of the gross household income, including utilities and City starting at the intersection of Salado and El Paso Streets;
maintenance, for families as defined by the United States north on Salado to its intersection with Frio Street; thence
Department of Housing and Urban Development (HUD). northeast in a straight line to the intersection of IH-10 and
Caldwalder; south on IH-10 to IH-35; northeast on IH-35 to a
At-Risk Population: Those living at or below the poverty line as perpendicular point connecting with Cherry Street; south on
defined by the Department of Housing and Urban Development Cherry Street to Durango Boulevard; west on Durango to the San
(HUD). Antonio River; south along the San Antonio River to Arsenal to El
Paso Street to Salado.
Bioengineering: Using the dynamic capacities of living plant
materials, in combination with non-living materials, to stabilize Community: A large, well-known district, recognized by
stream banks and edges against erosion. outsiders as one area, but which has internal neighborhoods of
some importance to residents.
Business Assistance Focus Center: The clearinghouse for
business assistance with the City of San Antonio Economic Community-Based Development Corporation (CBDC): An
Development Department, the regional Office of the U.S. Small organization which meets all conditions of a non-profit
Business Administration, the University of Texas at San Antonio corporation (see Non-Profit) and the conditions of a CDC (see
Small Business Development Center, San Antonio Business Community Development Corporation).
Development Fund, State Comptroller’s Office, and Service
Corps of Retired Executives. Provides services to businesses Community Center: A building or buildings used for
looking to diversify or expand. Services include counseling and recreational, social, educational and cultural activities, usually
financing. owned and operated within a one and one-half mile radius from
the residents it serves.
Capital Improvements: New or expanded public improvements
that are of relatively large size, expensive and permanent. Some
common examples are streets, public libraries, water and sewer
lines and park and recreation facilities.
San Antonio IV. GLOSSARY 54

Community Development Corporation (CDC): A Corporation: 6) has a history of a minimum of one year, of serving the
1) established by investors or membership, which develops community within which housing to be assisted with
housing, fosters economic growth and revitalization, HOME funds is to be located
creates small businesses, including minority-owned
businesses, and supports other community development Community Services: Those services which promote the public
initiatives; health, safety and common welfare, including police and fire
2) operates within a defined neighborhood or area, including protection, educational institutions, libraries, health care facilities,
low and moderate income areas, under-served rural and arts and cultural facilities.
communities, and governmental-designated
redevelopment areas, such as within towns, cities, Declarant: The person or legal entity that executes the
counties, or states; and governing instrument covering the establishment, maintenance,
3) the profits, dividends, tax credits and other distributions and operation of a residential subdivision, planned unit
from equity investments, or interest income received by development, condominium or townhouse regime or any similar
the CDC are devoted to activities that primarily promote planned development. The term governing the administration or
the public welfare. operation of a property owners’ association, to property adopted
rules and regulations of the property owners’ association, or to all
Community Housing Development Organization (CHDO): An lawful amendments to the covenants, bylaws, instruments, rules,
organization which meets all conditions of a non-profit (see Non- or regulations.
Profit) and:
1) does not include a public body Degradation: Pollution of a representative sample which
2) has standards of financial accountability that conform to unreasonably reduces the quality of such water, air, land or other
Attachment F of OMB circular No. A-110 (Rev.) natural resource. The quality of such representative sample is
“Standards for Financial Management Systems” unreasonably reduced when it is rendered harmful, detrimental,
3) has among its purposes the provision of decent housing or injurious to humans, animal life, vegetation, property, the
that is affordable to low and moderate income persons public health, safety or welfare or impairs the usefulness or
4) maintains accountability to low income community public enjoyment of the water, air, land or other natural resource
residents by: for any lawful or reasonable purpose.
a) maintaining at least one-third of its board’s
membership for residents of low income Developer: The legal owner of land who holds entitlement for the
neighborhoods and use, improvement or construction on that land. The developer
b) providing a formal process for low income, may be an individual property owner, a partnership of individuals,
program beneficiaries to advise the organization or a company or corporation.
in its decisions regarding the design, siting,
development, and management of affordable Disadvantaged Business Enterprise: A business or other legal
housing entity that qualifies as both a minority, woman or minority and
5) has a demonstration capacity for carrying out activities woman business enterprise and a small business enterprise as
assisted with HOME (federal) funds defined in City ordinance.
Downtown: See Central Business District.

Drainage Area: About 4,400 square miles in 13 counties: Flood Plain: The channel and the relatively flat area adjoining
Edwards, Real, Bandera, Kerr, Gillespie, Kendall, Blanco, as well the channel of a natural stream or river which has been or may
as parts of Kinney, Uvalde, Medina, Bexar, Comal and Hays be covered by floodwater. Land immediately adjoining a stream
Counties. The drainage basins in this area funnel stormwater which is inundated when the discharge exceeds the conveyance
runoff into streams that flow across the recharge area. Since of the normal channel.
most aquifer recharge occurs through stream beds, this funneling
effect is an important function of the drainage area. GIS: Geographic Information Systems (GIS) are computer based
tools for capturing, integrating and presenting geographically
Drainage Zone: The area wherein surface water runoff drains related data items. This data includes but are not limited to:
into creek beds 0-10 miles upstream of the recharge zone. natural resources, population information, zoning information,
housing development, utility locations, and roadways.
Driver Industries: Industries that create jobs by (1) exporting
goods and services outside of the City; (2) bringing people into Goal: an ideal future end, condition or state related to the public
the City to purchase goods or services; or (3) replacing imported health, safety or general welfare toward which planning and
goods and services. planning implementation measures are directed.
Economic sector: a specific industry or group of inter-connected Industrial Base: Those industries which make up a community’s
industries. economy; industries creating the most impact and job creation.
EDF or SAEDF: San Antonio Economic Development Industry: A distinct group of productive or profit-making
Foundation, Inc. enterprises including forestry, fishing, hunting and trapping;
mining; construction; manufacturing; transportation;
Endangered Historic Properties: Those buildings, objects, communication, electric, gas and sanitary services; retail and
sites, site improvements, appurtenances or structures of wholesale trade.
historical, cultural, architectural or archaeological importance
whose existence is threatened or imperiled by circumstances that Infill Development: New construction activity occurring on
would ultimately lead to the demolition or destruction of that vacant parcels located within an area which is predominately
property. developed.
Environmentally Sensitive Industry: An industry which causes Infrastructure: Facilities and services needed to sustain any
minimal disruption to ecosystems and habitats, optimizes use of type of development- residential, commercial or industrial
natural resources, and operates in a way to minimize adverse activities. Includes water and sewer lines, streets, electrical
environmental impacts and contribute to the sustainability of the power, fire and police stations.
region. Intelligent vehicle highway systems: refers to a multi-level
cooperative public and private effort to develop and implement
Extraterritorial Jurisdiction (ETJ): For the City of San Antonio new technologies to improve transportation efficiencies. Included
which is a home-rule City with a population of over 100,000, the among these will be Advanced Traffic Management Systems,
ETJ is the unincorporated area that is contiguous within a five e.g., rapid detection of traffic jams and Advanced Traveler
mile radius of the City corporate boundaries. Information Systems, e.g., in-vehicle navigation information
based on current traffic jams.

Land Use Plan: A plan that graphically depicts existing and Neighborhood Planning Process: A procedure by which
future land uses and intensities. It visually discerns land use neighborhood residents and property owners can develop
compatibility and spatial relationships, establishes the physical neighborhood plans suitable for recognition by the Planning
form of the community and identifies urban design opportunities. Commission and City Council.
A land use plan serves as a guide in the preparation of zoning
ordinances and zoning district maps. Non-Profit: An organization that:
1) is organized under state or local law;
Master Plan: The comprehensive plan for the physical 2) has no part of its net earnings inuring to the benefit of any
development of the City, as prescribed in the City Charter. The member, founder, contributor, or individual;
Master Plan includes any unit or part of such plan separately 3) is neither controlled by, nor under the direction of,
adopted and any amendment to such plan or part thereof. individuals or entities seeking to derive profit or gain from
the organization; and
Minimal Impact Technologies: Processes and products which 4) has a tax exempt ruling from the Internal Revenue Service
optimize use of natural resources and produce minimal residuals. under 26 U.S.C. 501(c) of the Internal Revenue Code of
function as neighborhood or specialty shopping centers). 1986.
Multi-modal: Capable of accommodating a variety of Objective: A specific end, condition or state that is an
transportation modes, such as buses, automobiles, rapid transit, intermediate step toward attaining a goal. An objective should be
rail, bicycles and pedestrians. A multi-modal transportation hub is achievable and when possible measurable and time specific.
a facility for the transfer of passengers or goods between
different modes of transportation. Passive Recreation: Any unstructured leisure time activity
pursued for its own value (e.g. hiking and nature study.)
Natural Resources: Elements relating to land, water, air, plant
and animal life, and the interrelationship of those elements. Policy: A specific statement that guides decision making.
Natural resource elements include soils, geology, topography, Policies are statements of intent for actions to be taken in pursuit
flood plains, vegetation, wildlife, surface and groundwater and of a given objective.
aquifer recharge zones.
Recharge Zone: In relation to the Edwards Aquifer, it is an area
Neighborhood: An area of a community with characteristics that where the stratigraphic units constituting the Edwards Aquifer
distinguish it from other community areas. It may be defined by crop out, and including the outcrops of other geologic formations
physical barriers such as major highways and railroads or natural in proximity to the Edwards Aquifer, where caves, sinkholes,
features such as rivers. It may also be distinguished by unique faults, fractures, or other permeable features would create a
architectural, historical, social or ethnic characteristics. potential for recharge of surface waters into the Edwards Aquifer.
The recharge zone is identified as that area designated as such
Neighborhood Centers: The pivotal placement and clustering of on official maps located in the offices of the Texas Water
land uses that support the life and identity of a neighborhood Commission and the appropriate underground water
including housing, parks, schools, libraries, fire stations and conservation district.
shopping centers. Ideally, neighborhood centers are designed on
a human scale to encourage pedestrian access and use.

Regional Shopping Center: Contains a wide range of retail and Specific Plan: A specific plan is a zoning classification which
service establishments, occupies 50 to 100 acres of land, has at allows for the creation of a custom land use plan and
least one or more anchor stores, and contains over 400,000 development criteria for a given geographic area. A specific plan
square feet of leaseable space. It usually has direct freeway may detail a) the location and density of land uses; b) the list of
access and draws clientele as much as a 45-minute drive away. permitted and conditionally permitted uses; c) development
standards such as building setbacks, building heights, lot
San Antonio Business Development Fund(SABDF): is a coverage, and parking requirements; d) public infrastructure such
lending fund created by a consortium of local banks and the City as a circulation system, street improvements, street lights and
to support small, minority- owned businesses in San Antonio. drainage systems; e) architectural guidelines including
The SABDF is authorized to and may provide: architectural styles, themes and building materials and f)
landscape guidelines such as types of trees and planting
• Investments in equity and debt financing to assist the materials for public parkways and private front yard setbacks.
development and financing of businesses, with emphasis
on small, minority- and women- owned businesses and Streetscape: A design term referring to all the elements that
the creation and retention of jobs, with focused constitute the physical makeup of a street and that, as a group,
consideration on low and moderate income residents define its character, including building frontage, street paving,
(collectively “Portfolio Companies”) and street furniture, landscaping, awnings and marquees, signs, and
lighting.
• The planned development of business relationships
between the Portfolio Companies and the SABDF Strip Center: Commercial or retail development, usually one
investors. store deep, that fronts on a major street.
SBA - Small Business Administration Traditional Neighborhood Development Ordinance. An

alternative style of developing neighborhoods which includes a
Sector Plan: A comprehensive plan for a defined geographic mixture of land uses, reduced building setbacks, and often,
area of the City that is larger than a neighborhood. narrower roadways in combination with broader sidewalks and
increased densities. Traditional Neighborhood Development
Sense of Place: The characteristics of a location that make it Ordinances typically have the following components:
readily recognizable as being unique and different from its
surroundings. A feeling of belonging to or being identified with a Urban Code. Defines the types of buildings which may
particular place. be built and specifies requirements for height, area,
build-to lines, minimum frontage and maximum lot
Special Needs Population: For the purpose of providing coverage. There should be an emphasis on increasing
affordable housing, this term refers to the physically and mentally relative density and decreasing the area of land
disabled, the elderly and the homeless. required for automobiles.
Zoning Plan. Specifies locations and which types of
Special Purpose Districts: A district created by act or vote for a buildings may be built, and outlines procedures for
specific purpose with the power to levy taxes. introducing non-coded building types and altering
adopted patterns to meet changing patterns of use.

There should be an emphasis on allowing compatible
uses rather than on completely separating uses. Urban Centers: Characterized by mixed or concentrated
Architectural Code. Specifies and defines allowable commercial, public and residential uses at a regional scale which
configuration and scale of buildings. The Architectural capture the highest practical proportion of projected regional
Code would include any design criteria needed to population while supporting the development of an efficient and
protect and preserve historic buildings and for effective high capacity transit system.
historically appropriate infill construction.
Landscape Code. Categorizes the species of trees Urban Design: A process to creatively shape the City’s physical
and shrubs which may be planted on public tracts of form, image or identity. An integral part of the process of City and
land, including parks and right-of-ways, as well as regional planning. It is primarily and essentially three dimensional
encouraging private front yard planting compatible with design but must also deal with the non-visual aspects of
the specified planting categories. environment such as noise, smell, or feelings of danger and
Vehicular/Transportation Plan. Identifies street types safety, which contribute significantly to the character of an area.
and transportation modes, and defines design criteria
for all street elements such as signage, bus stops, Urban Design includes a concern for the relationship of new
lighting, etc. development to existing city form as much as to the social,
Administrative Plan. Establish administrative political and economic demands and resources available. Urban
procedures to implement the Plan, including a single Design incorporates broad community and professional
review authority which will centralize and expedite the involvement and has strong concern for what should be done in
review process, while ensuring public review and response to a given set of needs at a scale and level of
comment. complexity ranging from streetscapes; to individual buildings; to
neighborhoods; to the form of the whole city.
Traffic Demand Management Strategies: A set of programs
aimed at reducing the volume of traffic and the distance of a trip UTSA-MBDC - University of Texas at San Antonio Minority
by influencing the manner in which people travel to work. Business Development Center. Provides business consulting
Examples of traffic demand strategies include carpooling, services to existing and prospective minority-owned businesses.
congestion pricing, and providing a financial subsidy for transit Services are provided on a cost share basis to businesses
riders. located in Bexar, Comal, Wilson and Guadalupe counties.
Businesses must be at least 51 percent minority owned to be
Underutilized Property: Property with land or buildings that are eligible for services. The program is a partnership between UTSA
at least 50 percent vacant or that are abandoned, dilapidated, or and the U. S. Department of Commerce Minority Business
other wise impaired by physical deficiencies. Development Agency.
Underutilized Urban Area: An area suitable for development or UTSA-SBDC: University of Texas at San Antonio Small Business
redevelopment uses that will encourage residential stability and Development Center. Provides management and technical
economic vitality. assistance to small businesses through counseling and classes.
The program is a partnership between UTSA and the
UNIFORCE: A regional, joint venture organization of businesses U. S. Small Business Administration.
and public and private educational institutions which identifies the
needs of the job market and promotes training and internship
programs.

Xeriscape: The practice of conserving water and energy through
creative landscaping using good landscape design, limiting lawn
areas, irrigating efficiently, improving soils, using mulches,
choosing low water use plants and employs other good
maintenance practices.

IV. INDEX PAGE
Ad Hoc Master Plan Advisory 3, 5
ADA 53
air quality 37, 39
Air Quality Task Force 37
airport 53
Alamo Workforce Development Council 15-16
alternative building methods 28
alternative disposal methods 36
alternative surface material 51
annexation 9, 27
arts 17, 21
awareness programs 17, 19
bike and hike trails 47
bike patrol 32
brush collection 26, 36
buffering provisions 27
building codes 31, 40
building permits 37
Business Assistance Focus Center 14
business development 13
business incubator 13
business retention and expansion 13-15
businesses, minority and women-owned 13
Capital Improvements 7-8, 20-21, 25
charter 2
children 27
city limits 9
City Manager 4
City Public Service 9
clean up programs 26
code compliance 26
code enforcement 24, 45
community centers 44
Community Development Block Grant CDBG 31
Community Development Corporations CDC 30
San Antonio V. INDEX 61

INDEX PAGE
Community Planning 1
Community Reinvestment Act CRA 29
Community Services 17
Community Services Goals 17
Comprehensive City Master Plan 1951 2
conversation 33, 39
continuous turning lanes 49
coordination 14, 18
corridors 47
crime prevention 27, 32, 50
Cultural Arts District 21
cultural facilities plan 21
cultural services 17, 21
data, bases 35
data, central data base 8
data, GIS 7
deed restriction 23
demolition 24, 29-30, 46
development control ordinance 28
development process 12
development, infill 8
disadvantaged business enterprises 13, 24
displacement 24
downtown 21, 22
downtown incentives 30-31
downtown office center 32
downtown parking 31-32
downtown retail 32
downtown transportation 31-32
drainage 34
dumping 26, 37
economic base 12
Economic Development 10, 14
Economic Development Foundation 10, 12
Economic Development Goals 10

INDEX PAGE
economic development incentives 7, 13
Economic Development Programs 15
economic diversity 10
economic sectors 12
educational facilities 17, 19
Edwards Aquifer 34-35
energy conservation 7, 39, 40
enterprise zones 15
entrepreneurship 10, 13
environmental handbook 39
environmental quality 33
environmental review 38
environmental education 40
Environmental Protection Agency EPA 33
extraterritorial jurisdiction ETJ 9, 38
Federal Enterprise 15
federal planning grants 14
fire, codes 17, 30, 45
flood plain, 100 year 34-35
Free Trade Alliance 10, 12
Glossary 2
goals 1-2
governmental consolidation 9
Greater Kelly Development Corporation 10
growth management 6, 8
Growth Management Goals 6
Habitat Conservation Plans 34, 38
hazardous materials 26, 36-37
health care system 17-19
health care, industry 11
Health District Advisory Board SAMHDAB 18
High Occupancy Vehicle 50
historic acequia 45
historic preservation 45-47

INDEX PAGE
historic preservation incentives 30, 45-47
historic resources 44
historic routes 45
homeowners associations 28
Household Hazardous Waste Collection 37
housing 24,27,29-30,32
Housing and Urban Development HUD 30
housing counseling services 28
housing incentives 23, 29
housing investment programs 28
housing, accessory 29
housing, affordable 22-23, 27-28, 30-31
housing, comprehensive downtown plan 31
housing, downtown 30-31
Housing Five Year Consolidated Plan 28
housing, infill 23, 27, 31, 43,
housing, preservation strategy 29
impervious cover 35
Implementation Program 4
incentives 8,23,31,39,46,48
Index 2, 61
industrial base 11, 15
industrial districts 9
industries, health care 11
industries, local 11
industries, target 12, 15
industries, visitors 12
infrastructure 8, 11, 13, 15, 27,44
introduction 1
labor force 10
land banking 34, 38
land use management 3, 7
land use map 25
land use plan 43
landfill 40, 43

INDEX PAGE
landscaping, ordinance 26, 38-39, 43-44
library 42, 44
literacy, adult 20
Major Thoroughfare Plan 34
Major Thoroughfare medians 50
manufacturing, light 11
Master Plan 2, 8
Master Plan Goals and Objectives 1993 3
Master Plan Policies 1997 3
Master Plan Policies Advisory Committee 3, 4
Master Plan, 1933 2
Mayor’s Citizens Committee on Water 35
medical services, emergency 17
Metropolitan Planning Organization MPO 50
military installations 12
mix use development 32, 43-44, 53
municipal services 9, 27
natural resource 33, 38
Natural Resources Goals 33
natural resources management 37, 38, 40
neighborhood associations 7-8, 25, 38
neighborhood centers 20-21, 42
neighborhood conference 46
Neighborhood Goals 22
neighborhood plan 22, 24
neighborhood planning 8, 24
Neighborhood Planning Conference 25
Neighborhood Planning Process 24-25, 44
Neighborhood plans 24-25
neighborhood programs 24, 26
neighborhood resource 19
Neighborhood Resource Center 24, 26
Neighborhood Resource Kit 23, 44
Neighborhood Revitalization Strategy 25
neighborhoods 17, 19, 22-23, 25

INDEX PAGE
neighborhoods, older 27
new ordinances 13
noise 37, 40
non-conforming 3
non-toxic alternatives 37
notification 24
open space 25-26, 44, 47-48
Opens Space Plan 35, 47
ordinances 13, 26, 38
parking 24, 51
parks 25-26, 44, 47-48
parks master plan 47
Parks Plan 35
parks, linear 47
partnership programs 12, 33
partnerships 21, 29, 48
pedestrians 31
people mover systems 31
performance review 28
permitting process 12, 45
planning 2
Planning Commission 3-5, 7, 48
planning process 1, 8
police 17, 32
policies 2
pollution prevention 36-37, 40
population, at risk 29
population, special 28, 53
preservation 44
preservation law 45
public art 21, 42
public health services 18
public library 17, 20
public safety, facilities 26-27
public transit 18-19

INDEX PAGE
recharge zone 34-35, 38
recreation 47-48
recreational facilities 25
recycling 36, 39-40
redevelopment 8
rehabilitation 23
restrictive covenants 26
review process 49
rezoning 22, 49
salvage yards 26
San Antonio Business Development Fund 14, 30
San Antonio Coordinating Council for Economic Dev. 10-11, 13, 15
San Antonio Enterprise Zone Program 15
San Antonio Housing Trust Fund 30
San Antonio Independent School District 31
San Antonio Mandates for Water Quality 34-35
San Antonio Water Systems 9
school districts 17, 19-20, 38
schools, alternative 20
schools, magnet 20, 31
sector development 23
sector planning 25
septic systems 34
sidewalks 20, 43, 48-52
sign ordinance 43
signage 50
Small Business 13-14
Small Business Administration SBA 32
Small Business Development Center 12
statutory authority 9
storm water management 34-35
Strategic Initiatives for Economic Dev. 10-12
Strategic Planning Committee 18
streets 51-52
streetscape 43, 48

INDEX PAGE
subdivision 2, 25
subdivision plats 25-26
target areas 7-8, 10, 13-15, 19
target industries 12, 15
tax incentives 30-31, 45
Traditional Neighborhood Development Ord. 43
traffic control measures 50-51
training programs 12, 16, 45
transit 42, 50-51
transportation 13, 42, 50-51, 52
transportation impact analyses 50
transportation, alternative modes 40, 50-51
transportation, comprehensive plan 31
transportation, inter-modal center 50-51
transportation, modes 31, 40, 41, 50
tree ordinance 26, 38
underground storage tanks 34
underground water supply 2
Unified Development Code 1, 7-8, 24, 29, 38
UNIFORCE 16
Uniform Building Conservation Code 46
University of Texas at San Antonio UTSA 12
urban corridors 26
Urban Design Goals 41
urban design guidelines 49
urban renewal 2-3
utilities 8, 49
utilities, extraterritorial jurisdiction ETJ 9
utility extension policies 9
Vision Statement 1, 5
visitor industry 12
walking, jogging 48
waste water 34
water conservation 39
water management 34-35, 39

INDEX PAGE
water resources 2
water, gray 40
Watershed Management Plan 35
xeriscaping 40
zero setbacks 43
zoning, process 8, 25, 30, 37, 43
zoning classifications 24
zoning ordinances 2
zoning regulations 24

Figure 16. “Computer Lab” (William A. Hensley, City
VI. LIST OF FIGURES Architect’s Office, City of San Antonio)
Cover: “San Antonio Images” (City Architect’s Office, City Figure 17. “Houston Street” (Bill Telford, Department of
of San Antonio) Planning)
Figure 1. “Aerial” (Ricardo Soliz, Department of Planning, Figure 18. “Neighborhood with Views to Downtown”
City of San Antonio) (William A. Hensley, City Architect’s Office, City of San Antonio)
Figure 2. “View to Downtown ( Ricardo Soliz, San Antonio Figure 19. “Robert E. Lee Hotel” (Bill Telford, Department
Conservation Society, Fisher) of Planning, City of San Antonio)
Figure 3. “Growth through Annexation” (John Berlanga, Figure 20. “San Antonio Enterprise Zones” ( John
Department of Planning, City of San Antonio) Berlanga, Department of Planning, City of San Antonio)
Figure 4. “Housing Development” (Ricardo Soliz, Figure 21. “Hemisphere Park Playscape” (William A.
Department of Planning, City of San Antonio ) Hensley, City Architect’s Office, City of San Antonio)
Figure 5. “San Antonio River Authority, Flood Control Figure 22. “Parade of Homes” (Ricardo Soliz, Department
Tunnel Inlet at Josephine Street (William A. Hensley, City of Planning, City of San Antonio)
Architect’s City of San Antonio) Figure 23. “Urban Housing Renovation: The Exchange
Figure 6. “River Center Mall Lagoon” (William A. Building” (William A. Hensley, City Architect’s Office, City of
Hensley, City Architect’s Office, City of San Antonio) San Antonio)
Figure 7. “ Flight Line” ( Kelly Air Force Base Public Figure 24. “Conceptual Intermodal Station” (William A.
Relations Department) Hensley, City Architect’s Office, City of San Antonio)
Figure 8. “Santa Rosa Hospital” ( Parks and Recreation Figure 25. “Central Library” (William A. Hensley, City
Department, City of San Antonio) Architect’s Office, City of San Antonio )
Figure 9. “Trans Guide Message at IH 35” (William A. Figure 26. “Salado Creek” ( Susan Rust, Stewardship
Hensley, City Architect’s Department, City of San Antonio) Services Environmental Consultants)
Figure 10. “La Villita during the Starving Artist Show” Figure 27. “100 Year Flood Plain and Edwards
(William A. Hensley, City Architect’s Office, City of San Antonio) Aquifer” ( John Berlanga, Department of Planning, City of San
Figure 11. “San Antonio Air Logistics Center: Kelly Antonio)
Air Force Base” ( Ricardo Soliz, Department of Planning, City Figure 28. “Concrete Channel” ( Susan Rust, Stewardship
of San Antonio) Services Environmental Consultants )
Figure 12. “University of Texas -Downtown Campus” Figure 29. “Natural Drainage Channel: Salado Creek”
(William A. Hensley, Architects Office, City of San Antonio) (Ricardo Soliz, Department of Planning, City of San Antonio)
Figure 13. “Great Northwest Branch Library” ( Hestor + Figure 30. “Hiking Trail” (Susan Rust, Stewardship
Hardaway)
Services Environmental Consultants)
Figure 14. “Bike Patrol, San Antonio Police” (William A.
Figure 31. “Water Testing” (Ricardo Soliz, Department of
Hensley, City Architect’s Office, City of San Antonio)
Planning, City of San Antonio)
Figure 15. “Health Care” ( City of San Antonio Health
Figure 32. “Trevino Courtyard” (William A. Hensley, City
Department)
Architect’s Office, City of San Antonio )
San Antonio VI. LIST OF FIGURES 70

Figure 33. “HEB Headquarters” ( Al Rendon, San Antonio
Convention and Visitors Bureau)
Figure 34. “Aerial, View of Southtown Area“ (Ricardo
Soliz, Department of Planning, City of San Antonio)
Figure 35. “The Alamo” (William A. Hensley, City’s
Figure 36. “Majestic Theater” (William A. Hensley, City
Figure 37. “Alameda Theater” (Bill Telford, Department of
Planning, City of San Antonio)
Figure 38. “Woodlawn Lake” ( Ricardo Soliz, Department
of Planning, City of San Antonio)
Figure 39. “ Biking on the River” (William A. Hensley,
City Architect’s Office, City of San Antonio)
Figure 40. “Houston Streetscape” (William A. Hensley,
City Architect’s Office, City of San Antonio)
Figure 41. “Maintaining a Park” (Susan Rust, Stewardship
Services Environmental Consultants )
Figure 42. “Landscaped Street Median” (Susan Rust,
Stewardship Services Environmental Consultants)
Figure 43. “San Antonio: Center of Trade” (William A.
Hensley, City Architect’s Office, City of San Antonio)
San Antonio VI. LIST OF FIGURES 71

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San Antonio

Master Plan Policies

D. MASTER PLAN DEVELOPMENT PROCESS

In 1991, the Planning Commission appointed an Ad Hoc

The Master Plan Advisory Committee developed Master

This process should result in a recommended annual

The Implementation Program shall be maintained

Realizing this vision for San Antonio requires clear,

The general welfare of the community is affected by the

Economic determinants, which are largely within the

Effective growth management includes balanced

San Antonio II. GROWTH MANAGEMENT 6

Policy 1a: Conduct a thorough review of City codes, including

San Antonio II. GROWTH MANAGEMENT 7

San Antonio II. GROWTH MANAGEMENT 8

Policy 3c: Require a petition for annexation as a condition for

Policy 3b: Oppose the creation of new municipalities, special

San Antonio II. GROWTH MANAGEMENT 9

The City of San Antonio’s Economic Development

San Antonio III. ECONOMIC DEVELOPMENT 10

San Antonio III. ECONOMIC DEVELOPMENT 11

Policy 2a: Develop new and existing partnership programs

Policy 2b: Promote consistency in the development process.

San Antonio III. ECONOMIC DEVELOPMENT 12

Goal 3 Create an environment of entrepreneurship,

Policy 3a: Develop a business retention and expansion

Policy 3c: Develop financial assistance and specialized training

San Antonio III. ECONOMIC DEVELOPMENT 13

Policy 3d: Encourage financial institutions to be responsive to

San Antonio III. ECONOMIC DEVELOPMENT 14

Policy 4c: Promote a positive economic climate and business

San Antonio III. ECONOMIC DEVELOPMENT 15

Policy 5c: Promote the evaluation and update of community

San Antonio III. ECONOMIC DEVELOPMENT 16

Policy 1a: Locate police, fire and emergency medical facilities to

Policy 1b: Develop and implement intervention and public

San Antonio III. COMMUNITY SERVICES 17

Policy 2d: Create a working group on health care-related issues

Policy 2b: Support the implementation of a public transit

San Antonio III. COMMUNITY SERVICES 18

Policy 3e: Encourage cooperative, flexible design of school

San Antonio III. COMMUNITY SERVICES 19

Policy 4d: Improve access to library resources and information,

Policy 4e: Enhance the San Antonio public library’s role as a

San Antonio III. COMMUNITY SERVICES 20

Policy 5a: Develop public and private partnerships to provide

Policy 5b: Maintain downtown as the cultural focal point of the

Policy 5d: Continue implementation and expansion of the public

San Antonio III. COMMUNITY SERVICES 21

“There are no planetary problems and

San Antonio III. NEIGHBORHOODS 22

Policy 1a: Rezone vacant or underutilized property in and

Policy 1b: Sponsor a study of neighborhoods to determine the

Policy 1c: Encourage businesses and developers to work with Figure 19

San Antonio III. NEIGHBORHOODS 23

San Antonio III. NEIGHBORHOODS 24

neighborhoods for all adults and children.

Policy 3a: Protect the character and quality of neighborhoods

by maintaining and enhancing their open spaces and

1. Maintain all City parks and recreation facilities, and