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1-Existing Conditions
HISTORIC OVERVIEW
Georgetown was founded in 1848, and
named county seat of Williamson County
that same year. At that time the “town”
was little more than an undeveloped tract
overlooking the confluence of the North
and South San Gabriel Rivers. Founding
father George Washington Glasscock do-
nated 173 acres of land which was quickly
surveyed and marked off in a uniform grid
of lots and blocks and offered for sale at
a public auction on July 4, 1848. This grid
system of development, with a central
public square donated for governmen-
tal purposes, is typical of county seats
throughout the state.
Farming the surrounding land appeared to
be the principal endeavor of most George-
town families at this time according to
census records of 1850. Other occupa-
tions listed in the census records were
merchant, trader, grocer, hotelkeeper, and
lawyer. Commercial and mercantile estab-
lishments were concentrated in the center
of the community around the square. The
expanded labor force included a com-
paratively large number of blacksmiths
in addition to a tanner, gunsmith, wheel-
wright and millwright, each serving a criti-
cal need in the settlement activities of the
young town.
It was not until 1857 that a courthouse
stood in its designated central loca-
tion. Official county business was origi-
nally conducted beneath an oak tree two
blocks southeast of the square, at the
intersection of 9th and Church Streets
(now Founder’s Park.) Next, a log building
located on the east side of Main Street
across from the square, and later a wood
frame residence served as the courthouse
before a two-story, rubble stone building
was erected on the square in 1857.
The last two decades of the 19th century
brought great and lasting changes to the
appearance of Georgetown. It was a time
of robust economic development activ-
ity and physical expansion. Having been
established as the home of Southwestern
University in the late 1870s and tied into
a rapidly expanding railroad network in
1878, it was apparent to all that the county
seat of Williamson County had a promis-
ing future.
Arrival of the railroad facilitated expanded
retailing activities as well. Local mer-
chants could stock their stores with prod-
ucts from regional and national manufac-
turing centers. Downtown Georgetown
became an important commercial center
for the surrounding area, which supported
widespread agricultural and ranching
pursuits. First floor storefronts were de-
This chapter of the Downtown Master Plan Update acknowledges
recent success and documents existing opportunities and issues
that were compiled from the public process. This chapter lays the
foundation for ideas presented in subsequent chapters of the plan.
1-EXISTING CONDITIONS
10
City of Georgetown | Downtown Master Plan Update
voted primarily to retail activities with the
second floors utilized for residential and
more commonly, professional occupa-
tion. Attorneys were particularly attracted
to available spaces with close proximity
to the courthouse.
Once the construction boom began, it
swept throughout the central business
district and lasted into the early 20th
century. The county constructed its fourth
courthouse in 1879, a stylized example of
the French Second Empire style designed
by architects Preston and Ruffini. This
high Victorian structure was deemed too
small in the early 1900s and razed to allow
construction of the present structure in
1910. The current courthouse, visible for
miles in all directions, is a restrained ex-
ample of Beaux Arts Classicism, designed
by Austin architect Charles Hall Page.
When completed, the imposing structure
featured terra cotta pediments with base
relief carving and a terra cotta balustrade
encircling the roof. These decorative ele-
ments were removed from the structure in
1965 to relieve potential safety hazards.
Though the boom period ended in the
early 20th century as the population de-
clined slightly between 1910 and 1920,
this robust Victorian era left its mark
on the city. The growth trend resumed
in 1930, but setbacks from the Depres-
sion, World Wars, and a regional drought
weighed heavily on the local economy. Fi-
nancial activities in this agricultural region
became decidedly conservative and the
face of downtown Georgetown changed
very little until later in the 20th century.
The advent of the automobile and result-
ing increased mobility of the local popu-
lation, coupled with the development of
regional shopping centers and malls in
nearby Austin, caused a tremendous de-
cline in downtown Georgetown retailing
in the 1970s and early 80s. In response,
concerned citizens and property own-
ers entered into the Texas Main Street
Program in 1982. The program was very
successful and resulted in the restoration
of the majority of buildings on the square
and revitalization of the downtown. The
program was enabled because of the prior
designation of the Town Square Historic
District in 1975 which had helped bring
attention to preservation in the area. In
1997, Georgetown was named a “Great
American Main Street City.” The district
was expanded in 1999 and encompasses
the eight blocks that surround the historic
courthouse and the block on which it was
built, which make up the square.
Georgetown Square (Austin Avenue) circa 18??
Georgetown Square (Austin Avenue) today.
11
1-Existing Conditions
GEORGETOWN TODAY
Today, Georgetown is a community of
more than 50,000 located approximately
26 miles north of Austin, Texas. In recent
years, the downtown core and adjacent
residential neighborhoods have experi-
enced revitalization. Recent success has
raised Georgetown’s competitive edge as
a desirable place to start a career, raise
children and retire.
Known for its rich history and Victorian
architecture, Georgetown has over 200
homes and buildings listed on the Na-
tional Register of Historic Places and
was the recipient of the Great American
Main Street Award in 1997, the first Texas
city ever so recognized. The continued
success of the Main Street Program and
historic district is apparent, which has
enabled restoration of the courthouse
and other historic downtown buildings
to bring back a sense of heritage. The
Downtown Overlay District and mixed use
designation of the UDC, design guidelines
and the 2003 Downtown Master Plan also
set forth a modern vision for the future of
Georgetown while respecting its past. As
growth in Georgetown continues, it will be
important to sustain its rich history. A re-
evaluation of historic resources, including
a historic building survey that follows Na-
tional Register standards, is encouraged.
PREVIOUS PLANNING
EFFORTS
Reinvigorating downtown as the heart of
the community is well established in ex-
isting policies and studies. Background
materials that relate to the Downtown
Master Plan include the Downtown and
Old Town Design Guidelines (2001), Uni-
fied Development Code (2003), 2030
Comprehensive Plan (2008/09), Future
Land Use Plan (2010), and the Market
Study for Downtown District (2011). Major
policy documents that relate to this plan
are described below.
DOWNTOWN AND OLD TOWN DESIGN GUIDELINES
The Downtown and Old Town Design
Guidelines outline proper treatment and
design options for historic and modern
properties in downtown. Any modifications
to existing historic properties, as well as
new construction, additions and signs
in the Downtown and Old Town Overlay
Districts must follow the parameters set
forth in this document. They were adopted
in 2001 (revised in 2012) as one of the first
products spurred by a commitment to the
continued redevelopment of downtown.
UNIFIED DEVELOPMENT CODE
The Unified Development Code estab-
lishes overlay districts which contain spe-
cific development and design standards
for special areas within Georgetown. The
Downtown Overlay District, which cor-
relates to the Downtown Master Plan Up-
date study area, is intended to provide for
12
City of Georgetown | Downtown Master Plan Update
the protection of the aesthetic and visual
character of the square and downtown
Georgetown. It permits a mix of uses and
establishes regulations for building height
(40 feet maximum,) setbacks, parking,
signs and landscaping and buffering.
All development, except for ordinary
maintenance and repair, is reviewed in
accordance with the adopted Downtown
and Old Town Design Guidelines by the
Historic and Architectural Review Com-
mission (HARC). The location, character,
and appearance of proposed develop-
ment, renovation or redevelopment activ-
ity is considered by the committee.
According to Section 4.08.010(C)(2), Gen-
eral Review Criteria:
• The proposed work complies with the
Design Guidelines;
• The integrity of an individual historic
structure is preserved;
• New buildings or additions are de-
signed to be compatible with sur-
rounding historic properties; and
• The overall character of the Downtown
Overlay District is protected.
2030 COMPREHENSIVE PLAN
The 2030 Vision Statement supports pro-
moting and revitalizing the downtown by
stating:
“In 2030, Georgetown is a growing city, recog-
nized throughout the region and the nation as
a premier community of choice by virtue of its
exceptional livability; proud historic heritage;
welcoming, engaging people; safe neighbor-
hoods; variety of well-paying jobs; excellent
public schools; vibrant arts and cultural offer-
ings; and well-planned infrastructure, transpor-
tation, and public facilities...”
ISSUES AND
OPPORTUNITIES
Existing issues and opportunities relating
to downtown were identified in a number
of public meetings, on-site inspections
and focus group sessions. In these meet-
ings, attendees participated in several
exercises designed to discuss the state
of downtown Georgetown and elicit public
opinion on the future of the downtown.
Their observations are included in this
section.
DOWNTOWN FRAMEWORK
Downtown is organized in a grid system,
with the courthouse square at its center.
The South San Gabriel River winds along
the northern and western edges of down-
town, establishing a distinct boundary.
Well-established residential neighbor-
hoods frame the southern, western and
eastern edges of downtown, which make
up the key users of downtown.
Flanking Interstate 35, north and west of
the river, lie commercial properties, ho-
tels, auto-oriented commercial centers,
as well as multifamily housing.
University Avenue, the primary east-west
axis, lies along the southern edge of
downtown. The major north-south street,
Austin Avenue, cuts through the center of
downtown. Both streets have exits from
I-35. These streets establish a linear qual-
ity to key circulation patterns and land
uses within Georgetown.
13
1-Existing Conditions
1 inch = 1,000 feet±Georgetown Master Plan Update
Georgetown, TX
March, 2014
E. 3rd St.
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E. University Ave.
W. 3rd St.
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W. University Ave.
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www.winterandcompany.net
MAP 3 | EXISTING CONDITIONS
LEGEND:
Primary Auto Route
Recreational Landmark
Downtown Overlay District Boundary
E. 10th St.
W. 7th St.
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Existing Trails
Proposed Extension of District Boundary
To West Georgetown & Sun City To GeorgetownHigh School
To I-35Austin/Dallas
To I-35/Austin
To SouthwesternUniversity / Hwy 130
Southwestern University
Snyder AthleticFields
GeorgetownElementary
School Fields
ChurchSteeple
VFW Park
McMasterAthleticComplex
San GabrielPark
GeorgetownRecreationCenterRiveryPark
RiveryTownCrossing Blue Hole Park
Historic Cemetery
Justice Center Visitor’s Center
Williamson CountyCourthouse
City Hall
The WilliamsonMuseum
Palace Theater
Georgetown Library
Grace Heritage Center
GeorgetownArt Center & Splash Pad
Water’sEdgeApartments
Historic Bridges
Two RiversApartments
Chautauqua Park
El Monumento
14
City of Georgetown | Downtown Master Plan Update
FRAMEWORK ISSUES AND OPPORTU-NITIES:
• The downtown core is clean, pedes-
trian-friendly and safe
• The downtown core has an “urban,”
character, but streets like Austin and
University Avenues remain auto-dom-
inated and “suburban”
• The Town Square Historic District of-
fers historic downtown charm, but
pedestrian circulation and ameni-
ties outside the square is lacking
• The North and South San Gabriel Riv-
ers provide opportunities for open
space and views, but connections
to the rivers and across them to outly-
ing neighborhoods and amenities are
lacking
• Healthy, close-in neighborhoods
abut the downtown core
• Southwestern University is close by,
but not well connected
• Government offices are downtown,
but not concentrated
• The Central Library serves as a down-
town anchor
• The Palace Theater is an entertain-
ment amenity
• The Historic Courthouse is an icon
for the county
The Courthouse Square has historic charm and is
pedestrian-friendly and safe.
MARKET CONSIDERATIONS
Georgetown’s population is predicted
to increase 15.5 percent by 2017, add-
ing another 7,000 or more residents in a
short amount of time. The largest growth
in population is predicted for ages 55 and
older, and young families with children.
National trends indicate that these co-
horts are seeking more active lifestyles
in urban environments with cultural, rec-
reational, shopping and dining opportuni-
ties within walking distance of where they
live. In other words, they wish to live near a
true downtown. The Main Street Program
has somewhat answered the call to this
trend, particularly around the courthouse
square, by building partnerships, pro-
moting a positive image, offering design
assistance and identifying new market
opportunities to strengthen the downtown
core. However, more focus and invest-
ment is needed.
Commercial
Opportunity exists in the appeal of the
historic character of downtown to attract
more residents from the outlying region,
for specialty shopping, dining and en-
tertainment. A new conference center
(The Rivery) and special events such as
downtown festivals and sporting events
(Southwestern) will add to commercial
market opportunities for downtown. More
specialty shopping would support a stron-
ger tourist-oriented market as well.
A continuing dilemma is the lack of con-
sistent hours of operation and limited ser-
vices in the evenings. The square is said
to feel “closed” after dinner and residents
would like longer hours and more sup-
portive uses that activate the downtown
longer. This in part is a result of a low resi-
15
1-Existing Conditions
dent population within the district itself
that would patronize evening businesses,
as well as the lack of a critical mass of
uses that would support businesses being
open in the evening hours.
New efforts have been made to support
students at nearby Southwestern Univer-
sity, such as Burger University, a Town/
Gown committee and football events on
the square; however, this user group could
still use more focus. Providing music and
other performances that draw University
students, as well as connecting the Uni-
versity and downtown via bike routes for
students to have better access would be
beneficial.
Finally, commercial market opportuni-
ties exist to provide basic services to
existing and future downtown residents.
The likelihood of developing high quality
residential will be limited without these
additional amenities. The following is a list
of preferred retail and dining businesses
voiced by the public:
• More restaurants (including walk-in
fast food)
• More outdoor dining
• Groceries, including natural foods
• Bakery
• Brewery
• Clothing, including men’s clothing
• Variety / drugstore
• Mail and shipping service
• Computers and electronics
• Cinema
• Art and photography galleries
• Furniture stores
• Specialty stores (card shops, music,
hand crafts)
More specialty shopping would support a stronger
tourist-oriented market.
Professional office
Downtown is well established as a center
for professional offices, particularly those
who provide services to individuals and
businesses. Attorneys, architects and
accountants are among those who have
offices in the area, which are mainly lo-
cated in transformed single family homes.
Some “high tech” offices also exist, but in
limited numbers, which is another market
segment could be better addressed.
Recent trends nationally and in the region
show that many smaller technology-ori-
ented businesses will locate in a down-
town when floor plate size is adequate
(approximately 10,000 square feet,)
sufficient telecommunications access is
available and amenities for workers are
located nearby. Access to restaurants
and cafes that may be open late, banks
or ATM facilities, and an overall attrac-
tive location is desired. For this reason,
16
City of Georgetown | Downtown Master Plan Update
developers elsewhere in the country have
been successfully locating new offices in
downtown mixed-use projects that create
a lively retail environment. Tamiro Plaza is
an example of a new, modern answer to
mixed use with professional offices.
Tamiro Plaza is a modern example of mixed use with
professional offices.
Residential
A market opportunity for housing also ap-
pears to be un-met. Such housing could
be accommodated in upper story apart-
ments of mixed-use buildings or newly
constructed townhouses, duplexes and
apartments. Nationally, trends demon-
strate an interest in urban living when the
appropriate amenities are in place. These
include attractive streets, parks, dining,
entertainment, and employment oppor-
tunities. Young professionals and empty
nesters are major parts of this market,
although many families also enjoy this
life style choice, especially in communi-
ties such as Georgetown where close-in
neighborhoods are attractive and good
schools are nearby. Finally, retirees and
senior citizens that reside in assisted liv-
ing facilities are also a potential housing
market that can have a positive affect on
the downtown. A market for senior hous-
ing downtown exists, as well, which is not
met adequately.
Recent construction of townhomes in downtown
should set a precedent for new housing options.
Cultural and Tourism
While much effort has been made to cel-
ebrate cultural aspects and promote tour-
ism in the community, there may still be a
larger market opportunity for these uses,
especially with the addition of the Rivery
Conference Center. Community com-
ments accentuate the desire to add more
arts and culture throughout downtown,
such as arts spaces and meeting facili-
ties. The recent wine recruitment program
could also help boost the viability of more
cultural uses and attract tourism.
There have been recent efforts to better
market downtown’s venues to a larger
audience through the Main Street Pro-
gram, Visitor’s Center and Williamson
Museum. Guided tours of the restored
historic courthouse are given on Fridays
and Saturdays and various self-guided
walking tours are available at the Visitor’s
Center on the town square.
17
1-Existing Conditions
Downtown Georgetown was recently
awarded “cultural district” designation by
the state. It’s assets include:
• Georgetown Public Library
• Georgetown Palace Theater
• Williamson Museum and Williamson
County Courthouse
• Georgetown Art Center
• Grace Heritage Center
• Downtown art and craft galleries
• Festivals on the Square
• Public Art
• Southwestern University
Georgetown should market its cultural
assets to establish a unique identity for
itself and attract more heritage tourism.
Other assets that should be highlighted
include Blue Hole Park, river trails and the
Shotgun House Living History Museum.
Downtown could also benefit from more
interpretive markers to highlight the his-
tory and attract heritage tourism.
Guided tours of the historic courthouse are given
on Fridays and Saturdays.
MARKET ISSUES AND OPPORTUNITIES:
• Georgetown includes a diverse resi-
dent group to market to - young fami-
lies, University students, and retirees
- but some opportunities are missed.
• Downtown lacks restaurants, night-
life and specialty stores with longer
hours to enliven evening activity, serve
its diverse resident groups and attract
visitors.
• City and County government of-
fices (and other professional offices)
located in the downtown also provide
a daytime market that isn’t fully met.
• Downtown lacks high-tech profes-
sional office space to activate down-
town daytime businesses.
• Downtown has historic charm that
could attract visitors seeking cultural
attractions, historic resources and
specialty shopping.
• Downtown lacks basic services (gro-
cery/food, health and personal care
and home furnishing stores) that could
attract more downtown living.
• Downtown lacks housing options to
support and encourage more down-
town activity and general service
needs.
More detail about market opportunities
is provided in the Urban Advisors, Ltd.
study, Preliminary Market Overview for the
Georgetown Study Area.
18
City of Georgetown | Downtown Master Plan Update
DEVELOPMENT PATTERNS
A variety of commercial, institutional and
residential uses are permitted within the
Downtown Overlay District. In general, the
greatest concentration of development
is around the courthouse. The intensity
of use diminishes in outlying blocks to
the east and west and along the Austin
Avenue corridor at its northern and south-
ern limits. Transition areas, where the
Downtown Overlay District meets existing
residential neighborhoods, have been an
area of concern as some area residents
feel the allowable downtown overlay
zoning, in some cases, may disrupt the
quaint residential character of abutting
neighborhoods. Specific exercises were
used in public workshops and focus
groups to establish the residents’ areas
of concern and wishes for future uses
and building types. While it is generally
agreed upon that more intense uses are
needed downtown in order to support the
vision, new uses and buildings should be
context-sensitive and “good neighbors”
no matter where they are located. More
discussion on the transition zones is pro-
vided in Chapter 3.
Governmental and Institutional uses
Downtown remains a focus of governmen-
tal services (both city and county,) which
is an important facet of the city center
character that should be maintained.
While some city services have been relo-
cated to outlying areas, important compo-
nents remain downtown but are scattered.
A long-range goal should be to refocus
city offices that serve the public directly
in the core area.
A concentration of county offices is also
found downtown, most of which is located
in the Williamson County Justice Center,
which establishes an activity anchor in the
northwest section of the business district.
The county continues to be a key stake-
holder in downtown and their commitment
to downtown should be fostered. The
county should look at new opportunities
that fit their needs, as well as contributes
to the overall downtown vision.
Other institutional functions are located
downtown, most notably churches along
the eastern edge. These form a transition
into the residential neighborhood and pro-
vide a range of services, including child-
care, and youth-oriented activities. They
also help to fulfill some needs for meet-
ing and assembly space. They should be
recognized for the positive contribution
that they bring to the downtown and the
community as a whole.
Commercial land use
Commercial uses are scattered through-
out downtown. There has been a modest
increase in retail and dining within down-
town, as well as professional office space.
Many existing buildings and tenant spac-
es have been remodeled to accommodate
new uses. Former single family residences
have been transformed into professional
office space in outlying blocks from the
square, which provide a pleasant transi-
tion to the residential neighborhoods.
This level of activity is good and continues
to be desired. More intense mixed-use
development should be supported in the
future, especially along Austin Avenue,
to help bring a more diverse commercial
sector offering and desired urban form to
Georgetown.
19
1-Existing Conditions
Former single family residences have been trans-
formed into professional office space.
Residential land use
The expansion of residential uses down-
town is an issue that relates to the viability
of the service retail, dining and entertain-
ment uses, which are a part of the vision
for the area. While a mix of uses exists in
the downtown, more housing is needed to
help support these uses and to establish
a secure, active feeling for the area both
daytime and night.
There are some loft spaces and apart-
ments located in the upper stories of
some downtown buildings, but many are
unoccupied and need to be rehabilitated.
New townhomes within the district and
upper-scale multifamily units just out-
side the district have begun to respond
to this land use gap. In general, there are
insufficient amenities, such as parks and
service-oriented businesses, to attract
people to live in the core as well as a
“critical mass” of residential units in close
proximity to one another.
Property Ownership
Downtown properties are owned by a di-
versity of groups and individuals, which
reflects the tradition of small-scale en-
trepreneurial activity. Some exceptions
of larger holdings do exist, most notably
lands owned by the city and the county.
Aside from these large holdings, the task
of assembling properties into a parcel
large enough for efficient redevelopment
could impede improvements in the area.
Map #4 on the following page identifies
city and county owned properties in the
downtown. Individual parcels are also
indicated.
General character and identity
While the town square conveys a distinct
identity, the remainder of downtown lacks
focus, in terms of built character and iden-
tity. Retail tends to diminish away from the
square, and outlying blocks have a mix of
low intensity uses. Some new develop-
ment has added value to the character
and identity outside of the square, but
has happened intermittently and not been
well connected via continuous pedestrian
upgrades and streetscapes. This lack of
identity is an impediment to desired de-
velopment prototypes.
DEVELOPMENT PATTERN ISSUES AND OPPORTUNITIES:
• Governmental offices located down-
town is good, but they should be
concentrated to further maximize
their benefit.
• Commercial uses are thriving, but
downtown could benefit from more
intense uses that reach a diverse
market segment.
• Recent higher density residential de-
velopment in and around downtown is
successful and should continue to be
implemented.
• Assemblage of smaller parcels for
higher intensity development could
be difficult.
20
City of Georgetown | Downtown Master Plan Update
1 inch = 500 feet±Georgetown Master Plan Update
Georgetown, TX
March, 2014
E. 2nd St.
E. 3rd St.
E. 4th St.
E. 5th St.
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E. 11th St.
E. University Ave.
W. 4th St.
W. 5th St.
W. 6th St.
W. 8th St.
W. 9th St.
W. 10th St.
W. 11th St.
W. University Ave.
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www.winterandcompany.net
MAP 4 | CITY AND COUNTY OWNED PROPERTIES
LEGEND:
County-Owned Property
City-Owned Property
Downtown Overlay District Boundary
Proposed Extension of District Boundary
21
1-Existing Conditions
PEDESTRIAN CIRCULATION AND TRAILS
Pedestrian circulation is well established
around the square and some recent up-
grades outside the square have occurred.
Most notably, the improvements along
South Main Street have been a huge suc-
cess. Better walkability and use of the
upgraded public parking lot (9th & Main)
have generated more pedestrian activity
along Main Street. However, the pedes-
trian system is not continuous, and as
a result, outlying businesses miss a lot
of potential foot traffic. For example, in
some locations (especially along Austin
Avenue,) no sidewalks exist and the entire
front of the property is allocated to pull-
in parking. In these areas, no safe place
exists for pedestrians. This discontinuity
of clearly defined, safe and comfortable
sidewalks is a significant impediment to
new development and economic activity.
Other safety concerns include the lack of
safe crosswalks, especially at busy inter-
sections along Austin Avenue.
Aesthetic concerns within the pedestrian
system include the lack of a consistent
design and hierarchy of sidewalks. Over-
head power lines are also unsightly, al-
though a program is in place to relocate
them and should be continued.
A recreation trail exists along the banks
of both the North and South San Gabriel
Rivers, but its location is not identified for
downtown users and connections to the
trails from downtown are not apparent.
This will become even more important
when the new conference center is built.
Public art also contributes to a positive
pedestrian experience. The existing pub-
lic art program, which is run by the Arts
and Culture Board, has helped escalate
the quality of the pedestrian environment
and should be continued. Numerous con-
temporary sculptures and artistic “wraps”
of power transformers can be found sur-
rounding the downtown square.
PEDESTRIAN SYSTEM ISSUES AND OP-PORTUNITIES:
• Sidewalks are deteriorated or miss-
ing in outlying areas of downtown,
which hurts business.
• Handicap accessibility is limited.
• More trash and recycling receptacles
are needed.
• More public art to enhance the walk-
ing experience is needed.
• More trees and landscaping are
needed.
• Continue program to relocate over-
head power lines.
• Austin Avenue crosswalks are unsafe
because of the lack of signalized
crossings.
• Pedestrian scaled lighting in outlying
blocks is lacking.
• More bicycle racks are needed.
• A bike rental program would promote
bicycling downtown.
Sidewalks are missing in
areas of downtown and
overhead power lines are
unsightly.
More bike racks are
needed downtown.
22
City of Georgetown | Downtown Master Plan Update
AUTOMOBILE CIRCULATION
While convenient automobile access into
downtown is an important consideration,
and a certain degree of “busy-ness” in
traffic helps to animate the area, it should
not constrain pedestrian activity. Achiev-
ing a balance of efficient automobile and
pedestrian circulation is a key concept.
Reallocating Austin Avenue from a state
highway to a local street has helped
automobile circulation and volumes im-
mensely. While Austin Avenue traffic has
improved, it is still seen as a major bar-
rier between the east and west sides of
downtown. A more defined streetscape
with trees, landscaping, on-street parking
and other amenities would help to reduce
the scale of the street and slow down traf-
fic. More traffic or pedestrian-activated
signals along the corridor could also help
facilitate slower speeds and invite pedes-
trian activity, which would contribute to
the overall sense of identity and entrance
to downtown.
University Avenue, the main east-west
entrance into town, continues to be a
concern. Its auto-oriented uses promote
high traffic volumes and speeds which
makes it very unpleasant to walk along.
New sidewalks and streetscaping are pro-
posed for this corridor.
One special asset to note is the fact that
all downtown streets are two-way. This is
generally a positive element for promoting
retail development and is an asset to be
maintained.
AUTO CIRCULATION ISSUES AND OP-PORTUNITIES:
• Austin and University Avenues con-
tinue to be auto-dominated and un-
comfortable for pedestrians.
• A more defined streetscape will help
slow down traffic and accommodate
pedestrians better.
• More signalized pedestrian cross-
ings on Austin Avenue are needed.
• More public transit options are
needed.
Austin Avenue (shown) and University Avenue carry high traffic volumes but are unpleasant for pedestrians
to walk along.
23
1-Existing Conditions
PARKING
Parking downtown is provided in a variety
of on-street and off-street configurations
(see Map #5.) The classic comments about
lack of sufficient parking arise in George-
town, as it does in most communities of
this size. However, survey results suggest
that most people only find downtown
parking to be an issue at peak times and
most people will walk at least four blocks
to get to their destination once parked.
To some extent, additional parking may
be needed and a public parking struc-
ture with a retail component is desired.
But first, the community should confirm
that existing parking resources are used
to their highest potential. A recent staff
parking count suggests that within a two
to three block radius of the courthouse,
there are approximately 1,270 spaces.
However, a more detailed parking inven-
tory could be useful to evaluate potential
growth impacts on parking supply.
In some cases, off-street lots are re-
stricted for use by individual businesses
and their patrons. Others are public, but
not well identified. These lots and their
restrictions should be made apparent
through proper signage and pedestrian
links should be enhanced. Effective
management of on-street parking is an
improving, but continuing issue. Close-in
spaces are restricted to three hours to
insure short-term turnover for customers.
Programs to encourage employees to park
farther away are still cited as being less
effective than they should. A key issue is
the lack of a formal parking district, which
could address management and enforce-
ment of existing parking resources and
construction of new facilities.
A special issue is the relationship of
parking to development density. Ideally,
parking would be concentrated in mul-
tilevel structures, to reduce the amount
of land area that is allocated to it. This
then permits more intensive development
of preferred uses on nearby parcels. The
dilemma is that construction costs of
structured parking are high and current
land values may not justify it when as-
sociated with market rate development.
In almost every community of this scale,
structured parking must be developed
through a district mechanism (more dis-
cussion on parking districts is discussed
in Chapter 5,) to overcome these costs.
In time, the benefit to the community is
realized through increased value and eco-
nomic activity. This means that structured
parking must be addressed more as a
policy decision rather than a short term
cost/benefit question. It is in essence an
economic development strategy.
PARKING ISSUES AND OPPORTUNI-TIES:
• Existing surface parking lots are not
clearly marked and accessible.
• Surface parking lots take up valuable
land.
• Public parking is not evenly dispersed
throughout downtown.
• Time limits for parking are not strictly
monitored.
• Employee parking should be limited
to nearby off-street surface lots to free
up convenience (on-street) spaces for
customers.
• A public parking structure and park-
ing district could increase develop-
ment opportunities.
24
City of Georgetown | Downtown Master Plan Update
1 inch = 500 feet±Georgetown Master Plan Update
Georgetown, TX
March, 2014
E. 2nd St.
E. 3rd St.
E. 4th St.
E. 5th St.
E. 6th St.
E. 7th St.
E. 8th St.
E. 9th St.
E. 10th St.
E. 11th St.
E. University Ave.
W. 4th St.
W. 5th St.
W. 6th St.
W. 8th St.
W. 9th St.
W. 10th St.
W. 11th St.
W. University Ave.
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www.winterandcompany.net
MAP 5 | EXISTING PARKING RESOURCES
LEGEND:
Parking Available for Public Use
Private Parking Lot
Downtown Overlay District Boundary
3-hour On-Street Parking
Proposed Extension of District Boundary
25
1-Existing Conditions
GATEWAYS, SIGNAGE AND WAYFINDING
Many of the resources of downtown are
well-kept secrets. To the infrequent user
and visitor, even the location of downtown
as a whole may be a question. A Wayfind-
ing and Signage Master Plan was created
in 2005 and numerous signs around town
were implemented as a result of it. How-
ever, the program ceased shortly after it
was implemented and so downtown still
lacks proper signage and wayfinding in
many areas. The public recommended
sprucing up the signs with better graphic
appeal, perhaps incorporating something
like the poppy icon to bring a local iden-
tity to them. Residents also desired more
interpretive signs around town.
Gateways provide a sense of “arrival” to
a destination or place. Major gateways
into downtown have been identified as
the intersection of University Avenue and
Austin Avenue to the south and at the
historic bridges crossing the San Gabriel
Rivers to the north. These areas still lack a
sense of arrival and should be enhanced.
The bridge over the South San Gabriel River could
be enhanced to become an apparent gateway into
downtown.
GATEWAYS, SIGNAGE AND WAYFIND-ING ISSUES AND OPPORTUNITIES:
• There are only a few signs along auto-
mobile routes that tell motorists where
destinations are. Most of these signs
are too close to the destination itself
and do not help with wayfinding.
• Signs to and from downtown parks
and surrounding hike and bike trails
are limited.
• Signs along river trails and urban trails
are needed that tell pedestrians where
downtown resources are located.
• Coordinated signs to locate parking
facilities are needed.
• Signage is lacking for downtown
amenities and public restrooms.
• No directories are provided in parking
lots for pedestrians.
• Gateways are not clearly marked, so
it is not apparent that one has entered
downtown.
The signage program should be reimplemented and
improved with better graphics.
26
City of Georgetown | Downtown Master Plan Update
PARKS & OPEN SPACE
The courthouse square remains the most
important piece of open space downtown.
It is a symbolic focus, as well as the lo-
cation for many events. Founder’s Park
is historically significant, but residents
complain that the size of it is too small to
be actively used. In addition, portions of
some streets around the square are occa-
sionally closed to accommodate festivals
and market days, which are successful
events that should be continued.
Blue Hole Park, located at the edge of
downtown on the South San Gabriel River,
is a wonderful amenity, although the pe-
destrian connections to it for downtown
and other area users are not well devel-
oped or defined. The new trail along the
western edge of the district, flanking
Scenic Drive, will improve connections to
the park, but more connections and vis-
ibility are needed, as well as more active
uses along the park to increase safety.
New user groups such as families should
be targeted and more active uses such
as housing and a playground could help
activate the park and make it more of a
destination.
Blue Hole Park should be better promoted and pe-
destrian connections to it and the river trails from
downtown should be improved.
Other park space is limited. The down-
town lacks a sufficient amount of plazas
and green spaces to attract the diversity
of users that is desired. This is particu-
larly an issue for providing amenities that
downtown residents would seek. Even
providing sufficient playground space for
day care services is an issue. Providing
sufficient space for larger outdoor events
is also a need.
PARKS & OPEN SPACE ISSUES AND OPPORTUNITIES:
• More public art is needed.
• More shaded plazas with seating is
needed.
• Downtown lacks space for festivals
and events outside the square.
• Outdoor amenities for families and
children such as tot lots/playgrounds
are lacking.
• Blue Hole Park is a wonderful ame-
nity, but not successfully marketed as
such.
Founder’s Park is a wonderful amenity, but is too
small to be actively used.
27
1-Existing Conditions
SUMMARY OF ISSUES AND OPPORTUNITIES
The recent and projected growth of the
City of Georgetown presents great oppor-
tunities. In response, the issues as out-
lined in this chapter, need to be addressed
and a sustainable vision must be guided.
The issues facing the long-term success
of downtown can be summarized into
the following eleven general statements.
These “summary statements” form the
basis for key strategies in this plan. This
plan addresses these issues and recom-
mends appropriate actions for improving
them.
1. While the square is an attractive
place to do business, activity dimin-
ishes just past the four primary block
faces. The intensity of uses in these
outlying areas should be built up and
redevelopment of under-utilized land
should be promoted.
Redevelopment of underutilized land should be
promoted.
2. Georgetown should cater to its di-
verse population and market segments
while also attracting outsiders through
cultural offerings and heritage tourism.
3. There is a strong need for more basic
services, retail, restaurants and enter-
tainment venues, and for businesses to
stay open longer.
4. There is a need for more downtown
residential development to help sup-
port the retail and commercial uses.
5. The pedestrian system is good
around the square, but it erodes once
away from it. While some recent im-
provements have been made, the sys-
tem as a whole is still unconnected.
Priorities for downtown sidewalks need
to be made and implemented.
Priorities for downtown sidewalks need to be made
and implemented.
6. Traffic volumes and speeds along
Austin Avenue, as well as the lack of
marked crossings, discourage pedes-
trian activity.
28
City of Georgetown | Downtown Master Plan Update
7. Parking that is currently available
is not clearly marked and managed to
the extent possible and excess surface
parking lots take up valuable land for
redevelopment.
Parking that is currently available is not clearly
marked and managed to the extent possible.
8. Some downtown assets are not well-
known and others are not used to their
potential levels.
Some downtown assets (Blue Hole Park and river
trails) are not well-known or used to their potential
levels.
9. There is a lack of signage to lead
visitors into the downtown and to sur-
rounding amenities and downtown
lacks an identity outside of the square.
There is a lack of signage and identity outside the
square.
10. The primary gateways into down-
town (University/Austin intersection
and San Gabriel River bridges) should
be enhanced to provide an identity
and awareness that one is entering the
downtown.
11. The downtown lacks formal parks
and plazas with amenities for all ages.