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HomeMy WebLinkAboutChapter 8 - Implementation Strategies 121 8-IMPLEMENTATION STRATEGIES A STRATEGY FOR IMPLEMENTATION A key concept is that the City should use a bilateral approach for implementing the recommendations contained in the Plan: It should be both proactive and respon- sive. The community should follow the priorities presented later in this chap- ter, which provides some scheduling for implementing specific plan recommenda- tions and at the same time, they should be poised to modify strategies to respond to projects that may be proposed by private developers. Also, the City should coordi- nate its planned actions with the work of other city departments and be ready to refine its schedule to be responsive to the activities of others. For example, if Public Works plans to construct new curbs and repair sidewalks along a section of a street, then the inter- section improvements recommended in this plan should occur at the same time. In essence, implementation should pro- ceed in the order recommended in the plan and yet the schedule should remain flexible to accommodate changing condi- tions, especially where opportunities to share construction costs and administra- tion arise. In order to help the community execute refinements in the implementa- tion schedule in an orderly manner, a se- ries of prioritization criteria is presented later in this chapter. These can be applied when such changing conditions merit. However, there are clear catalyst projects that should be pursued with great focus. They are: • A new Municipal Center • A well-designed public parking lot across from the Library at 8th and MLK • Improved gateways • Streetscape enhancements within the historic district, along Austin Av- enue, and along 8th Street connecting to the Library and proposed Municipal Center. The urban design improvements recom- mended in this plan are ambitious, and a concerted effort on the part of downtown organizations, the City of Georgetown, its residents and business and property own- ers, and Williamson County is needed to realize their completion. To do so, multiple funding mechanisms must be employed. This chapter provides a strategy for implementing the actions con- tained in the Downtown Master Plan Update. Successful implemen- tation requires a coordinated effort between public and private enti- ties. Economic development and revitalization of the downtown will require vision, investment and commitment from a broad base within the city—private citizens, public officials and many City departments. 8-IMPLEMENTATION STRATEGIES 122 City of Georgetown | Downtown Master Plan Update EXISTING FUNDING SOURCES The following is a list of existing funding sources that could be explored for various types of development both in the public and private realms. FOR PUBLIC INVESTMENT MEASURE 4B Measure 4B (Type B) is an extension of Type A sales tax increment. For George- town, it includes 1/2 cent sales tax incre- ment and generates approximately $4.5 Million per year. Type B funds in George- town are mainly used for transportation and community development. In recent years, Type B monies have been used as the main road fund. Other possible projects could include parks, a parking structure and signage (10% may be used for marketing.) DOWNTOWN TAX INCREMENT REDE-VELOPMENT ZONE (TIRZ) The Downtown Overlay District is part of a TIRZ district that generates approxi- mately $130,000 per year. The district was established in 2004 in order to “facilitate a program of public improvements to al- low and encourage the development and redevelopment of downtown Georgetown into a mixed use, pedestrian oriented environment consistent with the goals of the City’s Downtown Master Plan.” TIRZ funding is particularly useful where a major improvement will increase value or generate substantial sales tax. For example, El Monumento was able to use TIRZ funds for street lights and sidewalk improvements. The program is designed to fund sidewalks, crosswalks, pedestrian crossing systems, storm and sanitary sys- tems, landscaping, streetscaping, public art and furniture, plazas, parks, parking, public transportation, signage, and other public benefit projects. Since its incep- tion, combined property values in the district have nearly doubled. CAPITAL IMPROVEMENT PROJECTS FUND Each year, the City may allocate a portion of its General Fund toward implementa- tion of improvements within public rights- of-way. Generally, $200,000 to $600,000 per year is allocated to this fund. These funds are well-suited for improvements that benefit the community at-large. Projects that can be completed within a single year or that can be phased without a multi-year commitment are best. For example, a limited portion of sidewalks may be constructed each year, or a fixed number of street furnishings may be ac- quired annually. It does require strategic planning to allocate projects within the annual CIP plan. Recommended application of CIP funds include streetscape improvements, wayfinding, gateways and parks. In ad- dition, these funds could be used as a contribution to larger projects, such as the construction of parking facilities, when joint ventured with private development or a not-for-profit organization. 123 8-IMPLEMENTATION STRATEGIES FACADE IMPROVEMENT PROGRAM The Main Street Program has initiated a program to help with facade upgrades and signage within the downtown. Each year, City Council designates $15,000 to the fund and the rest is generated through various fundraising efforts. In the past few years, the program has provided $30,000 to $45,000 per year for these improve- ments. The funds are allocated through a grant application process and must be matched by the property owner. A maxi- mum of $10,000 is available for facade improvements and $500 is available for signage. PARKS BOND A bond measure was passed in 2008 which is dedicated to parks. This fund in- cludes anticipation of a festival area/am- phitheater. This was originally thought to be placed in San Gabriel Park, however recent thinking suggests that downtown is a better location for such a facility in order to expand festival and event op- portunities. COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM The CDBG program is a federal program of the Housing and Urban Development (HUD) department. It provides communi- ties with resources to address a range of unique community development needs. The CDBG program provides annual grants to Williamson County and the County allocates the funds to municipali- ties. In Georgetown, CDBG funds have mainly been used for sidewalk improvements, not actual housing. Funds are re-priori- tized every year, however, and any non- profit can apply for them. FOR PRIVATE INVESTMENTMEASURE 4A Measure 4A (Type A) is a state-wide sales tax measure to promote economic devel- opment. For Georgetown, this measure includes a sales tax increment of 1/4 cent and generates approximately $450,000 per year. Type A funds may be used for manufacturing and industrial facilities, research and development, job training facilities and corporate headquarters fa- cilities. It is tied to private development and could help fund land, buildings, equipment, facilities, expenditures, infrastructure and other improvements that are for the creation and retention of jobs. Example projects in Georgetown that have utilized Type A funds include: • Lone Star Circle of Care - offices cat- egorized as Headquarters. • Grape Creek Winery - on-site manu- facturing • Gumbos - grease trap considered “in- frastructure” 124 City of Georgetown | Downtown Master Plan Update POTENTIAL FUNDING SOURCES The following is a list of potential funding sources that should be explored to help fund new development, both public and private, in Georgetown. FOR PUBLIC INVESTMENT SPECIAL IMPROVEMENT DISTRICT A Special Improvement District should be considered for key public works proj- ects. In a special improvement district, a group of properties is defined that will be assessed a designated amount for a specific time period. An agreement from the majority of assessed property own- ers is necessary for the creation of a SID. Therefore, property owners must recog- nize the direct benefits the improvements (and their investment) will have on their properties. This will take leadership from both the public and private sectors in order to educate other assessors of the benefits. (Note that local governments can also participate in special improve- ment districts as property owners.) Bonds may be issued based on the as- sessment’s income stream, which allows a large project to be constructed in one stage. The advantage is that this can ac- celerate construction of improvements that would otherwise have to wait for a CIP allocation. Such districts are often used to construct sidewalks and related streetscape improvements in a downtown area. Recommended application of SID funds include streetscape improvements, park- ing facilities and wayfinding and signage. Recommended target areas include Aus- tin and University Avenues. Note that this tool also can be used to fund maintenance of improvements. BONDS General Obligation Bond General obligation bonds (GO bonds) commit a portion of the City’s annual in- come stream to designated projects. City Council authorizes GO bonds and the cost is spread over the entire tax base (sup- ported by property taxes.) Therefore, they do not require tax hikes which tends to make them less controversial. Bonds are then issued for the work, based on the projected revenues. GO bonds are best suited for projects that provide general public benefit. This approach spreads the costs of improve- ments over a wider population and can speed up implementation schedules. Recommended application of General Obligation Bonds include the proposed Municipal Center with new City Hall, parks/plazas and parking facilities. A transportation bond is being considered for November 2014. The City should con- sider packaging a GO bond for transporta- tion needs as well as a Municipal Center. Revenue Bonds A separate bonding source is a Revenue Bond, which does not require public vote, and in which sales tax revenues are pledged for a specific project. It could be used for some of the same projects as GO bonds. 125 8-IMPLEMENTATION STRATEGIES Certificate of Participation Bonds A Participation Certificate (PC) bond al- lows investors to purchase shares of lease revenues of a particular program. They are often used to construct a facility that is leased to the municipality - such as a Municipal Center. GRANTS In some cases, foundations and public agencies may provide funding to assist with projects. Federal and state agency funding, for example, may be available for economic development projects, as well as development of certain types of housing products. Other, smaller grants may help with installation of public art and construction of small parks. The City should continually research and apply for grants that could fit the needs of down- town as outlined in this plan. Some rec- ommended application of grants include: incubator space for start-up/high-tech businesses, parking facilities, environ- mental clean-up (EPA Brown Field), and special housing types (e.g. affordable and senior housing.) FOR PRIVATE INVESTMENT COMMUNITY DEVELOPMENT FINANCIAL INSTITUTION A CDFI is a mission-driven financial insti- tution backed by a diverse group of inves- tors, mainly including individuals, banks, non-depository financial institutions (e.g. finance and insurance companies, mutual funds, etc.) and corporations. CDFI’s are appealing because of their financial as well as social returns. They provide loans and financial services to communities/ individuals that are otherwise difficult for traditional financial institutions to serve. There are more than 900 certified CDFI’s in the Department of Treasury’s CDFI Fund in all 50 states (54 exist in Texas.) They are all united in their primary mission of community development. CDFI’s could be explored to help fund pri- vate investment such as affordable/mixed income housing, new businesses, or com- munity facilities such as health centers, daycares and education facilities. TAX CREDITS Tax credits are abatements of funds for a specific period of time that would other- wise be paid by a taxpayer to a govern- mental entity. They are mainly granted to encourage private investment and could help offset costs for a developer. Federal 381 tax credits could be explored, which include sales or property tax reimburse- ments and are negotiated on a case-by- case basis. State rehab tax credits could be explored for historic structures. Finally, New Market tax credits could be explored to encourage mixed income housing in the downtown. PRIVATE FUNDS Finally, some improvements are best suited for funding directly by private sources. Landscaping of private parking lots and construction of new commercial and residential buildings are examples. In some cases, private sources also may purchase individual street furnishings and install them on or near private properties. 126 City of Georgetown | Downtown Master Plan Update PRIORITIZATION Recommendations for phasing of im- provements are made later in this chapter. However, projects should be considered to be dynamic and should be changed in response to plans and projects by other agencies and individuals that may pres- ent opportunities to combine efforts and maximize benefits. In general, the community should set a high priority on an improvement when it can help support private development that is consistent with the vision and economic development goals of the Downtown. However, there will still be times when decision-makers need to reassess the priority of a recommended action or one of the tasks necessary to implement it. When this occurs, the community should use the following criteria. Projects that meet several of the criteria should be given the highest priority for near-term implementation. PRIORITIZATION CRITERIA FINANCING 1. The project will generate funds to cover portions of development costs. (For example, resulting uses will generate rental income or sales tax revenues.) 2. The project will leverage invest- ment from other sources. (For example, property owners will finance a portion of sidewalk construction costs through an assessment program.) 3. Grant funds are available to cover portions of development costs. 4. The project fits within a larger capi- tal improvement project, such that cost savings will be realized. (For example, sidewalks could be constructed when a street is to be repaved.) 5. Funding for maintenance of the improvement is provided. (This is an important consideration for streetscape, gateways and parks improvements.) 6. The project yields significant results for the level of investment. LOCATION 7. The project is located in a focus area of the Downtown Plan. The high priority areas are: • Downtown Core • Municipal Center • Austin Avenue 8. The project will have high public visibility. (For example, a project visible along Austin Avenue or other major public right-of-way). 127 8-IMPLEMENTATION STRATEGIES OWNERSHIP AND PROJECT CONTROL 9. The project is under the appropriate ownership or control. 10. The project ownership or control can be acquired with reasonable effort. PUBLIC BENEFIT 11. The project will provide a direct benefit to local residents. (For example, a new park or public building.) 12. The project will serve multiple us- ers or interest groups. (For example, an outdoor plaza that may be used by local residents as well as visitors and that may be used for festivals.) RELATIONSHIP TO OTHER PROJECTS 13. The project will connect to exist- ing public improvements. (For example, extension of an existing sidewalk into adjoining blocks.) 14. The project will enhance existing improvements and will not cause other desired improvements to become obso- lete. 15. The project provides opportunities to connect with other future public improvements. (For example, a gateway that can later serve as a trail head for a river connection) 16. The project will function well upon its completion and later phases of con- struction are not required for this phase to perform adequately. COMPLIANCE WITH COMMUNITY PLANS AND ADMINISTRATION 17. The project will help to accomplish broader goals of the community. 18. The project fits within work plans of downtown organizations and city staff. 19. Adequate administrative oversight is available for the project. 128 City of Georgetown | Downtown Master Plan Update PRIORITIZATION CATEGORIES Based on consideration of the criteria described above, priorities for implemen- tation are arranged in the following five categories: PRIORITY A 1-2 Years Post-Plan Adoption - these are the highest priority and should be implemented as soon as possible. Many of these must be set in place before other projects can be accomplished. PRIORITY B 2-4 Years Post-Plan Adoption - these are also of high priority, but usually require more ground work to accomplish. In some cases, a different Priority A category must be in place first. PRIORITY C 3-5 Years Post-Plan Adoption - these are projects that require more ground work, fund-raising and coordination with other groups. PRIORITY D 5-10 Years Post-Plan Adoption - these are more complex projects, and those that require that a strong market be established first. They also include later phases of special projects of systems im- provements that may have been initiated in early stages. PRIORITY E 10+ Years Post-Plan Adoption - these are long-range projects, final phases of staged improvements, and more complex undertakings. IMPLEMENTATION CATEGORIES Refer to following pages for recommended prioritization and funding strategies, lead and support roles and estimated costs for the five implementation categories: 1 - NEW DEVELOPMENT IN OPPORTU-NITY AREAS Strategies for encouraging/implementing new development in the 3 opportunity areas: • Austin Avenue North • Municipal Center • Southeast Quadrant 2 - PEDESTRIAN/BIKE CIRCULATION & STREETSCAPE DESIGN Strategies for extending sidewalks, im- proving intersections, implementing bike routes, encouraging river trail connec- tions and initiating streetscape improve- ments. 3 - AUTO CIRCULATION & PARKING Strategies for parking management and construction of facilities as well as im- proved street design and implementation. 4 - GATEWAYS, WAYFINDING & PUBLIC SIGNS Strategies for improving gateways and re-implementing a comprehensive way- finding and signage plan. 5 - PARKS, OPEN SPACE & PUBLIC ART Strategies for implementing new parks and open space for residents and visitors to enjoy, as well as public art to enhance the experience of downtown. 129 8-IMPLEMENTATION STRATEGIES 1   - ­ ‐   N E W   D E V E L O P M E N T   I N   O P P O R T U N I T Y   A R E A S Re c o m m e n d e d   A c t i o n s Pr i o r i t y Le a d Su p p o r t Fu n d i n g No t e s 1. 1 Au s t i n   A v e n u e   N o r t h Co m m e r c i a l   a n d   m i x e d   u s e   d e v e l o p m e n t   a l o n g   A u s t i n   A v e n u e A/ B Pr i v a t e   d e v e l o p e r Ec o n o m i c   D e v e l o p m e n t TIR Z ,   P r i v a t e Ne w   d e v e l o p m e n t   ( r e s i d e n t i a l / h o t e l / m i x e d   u s e )   f r o n t i n g   r i v e r B Pr i v a t e   d e v e l o p e r Ec o n o m i c   D e v e l o p m e n t TIR Z ,   P r i v a t e Re d e v e l o p m e n t   o f   h i s t o r i c   j a i l   +   a d d i t i o n B Cit y / P r i v a t e   d e v e l o p e r Ec o n o m i c   D e v e l o p m e n t Ta x   c r e d i t s ,   B o n d s ,   G r a n t s ,   P r i v a t e Cu r r e n t l y   o w n e d   b y   C o u n t y Me d i u m   d e n s i t y   r e s i d e n t i a l   d e v e l .   a l o n g   n e i g h b o r h o o d   e d g e s B/ C Pr i v a t e   d e v e l o p e r Ec o n o m i c   D e v e l o p m e n t CB D G ,   T a x   c r e d i t s ,   P r i v a t e 1. 2 Mu n i c i p a l   C e n t e r Re n o v a t i o n   o f   e x i s t i n g   s t r u c t u r e s A Cit y Gr a n t ,   B o n d ,   T a x   c r e d i t s ,   C i t y   r e a l   e s t a t e se e   a l s o   M u n i c i p a l   C e n t e r   F e a s i b i l i t y   R e p o r t Ne w   C i t y   H a l l B Cit y Gr a n t ,   B o n d ,   C i t y   r e a l   e s t a t e se e   a l s o   M u n i c i p a l   C e n t e r   F e a s i b i l i t y   R e p o r t 1. 3 So u t h e a s t   Q u a d r a n t Co m m e r c i a l   a n d   m i x e d   u s e   d e v e l o p m e n t   a l o n g   A u s t i n   A v e n u e A/ B Pr i v a t e   d e v e l o p e r Ec o n o m i c   D e v e l o p m e n t TIR Z ,   P r i v a t e ,   S I D Co m m e r c i a l   a n d   m i x e d   u s e   d e v e l o p m e n t   a l o n g   M a i n   S t r e e t B Pr i v a t e   d e v e l o p e r Ec o n o m i c   D e v e l o p m e n t TIR Z ,   P r i v a t e Co m m e r c i a l   a n d   m i x e d   u s e   d e v e l o p m e n t   a l o n g   U n i v e r s i t y   A v e . B Pr i v a t e   d e v e l o p e r Ec o n o m i c   D e v e l o p m e n t TIR Z ,   P r i v a t e ,   S I D de v e l o p m e n t   a t   G a t e w a y s   e n c o u r a g e d   A S A P 2   - ­ ‐   P E D E S T R I A N / B I K E   C I R C U L A T I O N   &   S T R E E T S C A P E   D E S I G N Re c o m m e n d e d   A c t i o n s Pr i o r i t y Le a d Su p p o r t Fu n d i n g No t e s 2. 1 Ex t e n d   s i d e w a l k s   t h r o u g h o u t   D o w n t o w n   O v e r l a y   Di s t r i c t 1s t   p r i o r i t y   u p g r a d e s   ( r e f e r   t o   M a p   # 1 0 ) A Cit y CIP ,   S I D co i n c i d e s   w i t h   o n - ­ ‐ s t r e e t   p a r k i n g / s t r e e t   re c o n f i g u r a t i o n s 2n d   p r i o r i t y   u p g r a d e s   ( r e f e r   t o   M a p   # 1 0 ) B Cit y CIP ,   S I D co i n c i d e s   w i t h   o n - ­ ‐ s t r e e t   p a r k i n g / s t r e e t   re c o n f i g u r a t i o n s 3r d   p r i o r i t y   u p g r a d e s   ( r e f e r   t o   M a p   # 1 0 ) C Cit y CIP ,   S I D co i n c i d e s   w i t h   o n - ­ ‐ s t r e e t   p a r k i n g / s t r e e t   re c o n f i g u r a t i o n s 2. 2 In t e r s e c t i o n   i m p r o v e m e n t s Au s t i n   A v e .   p e d e s t r i a n   c o n t r o l s   ( R R F B ) A Cit y 4B ,   C I P co o r d i n a t e   w i t h   s i d e w a l k   a n d   s t r e e t   i m p r o v e m e n t s on g o i n g Cit y 4B ,   C I P co i n c i d e s   w i t h   o n - ­ ‐ s t r e e t   p a r k i n g / s t r e e t   re c o n f i g u r a t i o n s 2. 3 Im p r o v e   b i k e   r o u t e s   ( s h a r r o w s / s i g n a g e ) Ma i n   S t r e e t   a n d   7 t h   S t r e e t   ( t o   U n i v e r s i t y ) A Cit y 4B ,   C I P Ro c k   S t r e e t   a n d   2 n d   S t r e e t   ( w i t h   c o n n x . ' s   t o   r i v e r   t r a i l s ) B Cit y 4B ,   C I P 6t h   a n d   3 r d   S t r e e t s   ( w /   c o n n x . ' s   t o   r i v e r   t r a i l s )   a n d   1 0 t h   t o   A s h   S t . C Cit y 4B ,   C I P In s t a l l   b i k e   r a c k s   t h r o u g h o u t   d o w n t o w n on g o i n g Cit y CIP ,   T I R Z ,   S I D 2. 4 Im p r o v e   r i v e r   t r a i l   c o n n e c t i o n s   t o / f r o m   D o w n t o w n So u t h   S a n   G a b r i e l   R i v e r   b r i d g e   ( c a n t i l e v e r e d   s i d e w a l k s   a n d   st a i r s / r a m p   t o   t r a i l ) A Cit y 4B ,   C I P ,   T I R Z In s t a l l   w a y f i n d i n g   s i g n s B Cit y 4B ,   C I P Co n s t r u c t   p e d e s t r i a n   b r i d g e   t o   w e s t   ( W a t e r ' s   E d g e   A p a r t m e n t s ) D Cit y Pr o p .   O w n e r s   a c r o s s   r i v e r CIP 2. 5 In s t a l l   s t r e e t s c a p e   e l e m e n t s St r e e t s c a p e   k i t   o f   p a r t s   ( b e n c h e s ,   t r a s h   r e c e p t a c l e s )   - ­ ‐                                       His t o r i c   D i s t r i c t A Cit y CIP ,   T I R Z ,   S I D St r e e t s c a p e   k i t   o f   p a r t s   ( b e n c h e s ,   t r a s h   r e c e p t a c l e s )   - ­ ‐                             Do w n t o w n   D i s t r i c t B Cit y CIP ,   T I R Z ,   S I D Li g h t i n g   ( c o o r d i n a t e   w i t h   s i d e w a l k   i m p r o v e m e n t s ) on g o i n g Cit y CIP ,   T I R Z ,   S I D 130 City of Georgetown | Downtown Master Plan Update 3   - ­ ‐   A U T O   C I R C U L A T I O N   &   P A R K I N G Re c o m m e n d e d   A c t i o n s Pr i o r i t y Le a d Su p p o r t Fu n d i n g No t e s 3. 1 De v e l o p   p a r k i n g   m a n a g e m e n t   p l a n In v e n t o r y   e x i s t i n g   p a r k i n g   r e s o u r c e s A Cit y Ci t y Es t a b l i s h   e x i s t i n g   a n d   f u t u r e   p a r k i n g   n e e d s / m a n a g e m e n t   o p t i o n s A Cit y Ci t y 3. 2 De v e l o p   d e t a i l e d   s t r e e t   d e s i g n s Au s t i n   A v e n u e A Cit y Ci t y 8t h   S t r e e t   F e s t i v a l   S t r e e t A Cit y Ci t y Ma i n   S t r e e t   ( n o r t h   o f   s q u a r e ) A Cit y Ci t y 7t h / 8 t h   S t r e e t s   ( f r o m   C h u r c h   t o   R o c k ) B Cit y Ci t y Ro c k   S t r e e t B Cit y Ci t y Ot h e r   N e i g h b o r h o o d   S t r e e t s C Cit y Ci t y 3. 3 Co n s t r u c t   s t r e e t   i m p r o v e m e n t s Au s t i n   A v e n u e A/ B Cit y 4B ,   C I P ,   G r a n t s 8t h   S t r e e t   F e s t i v a l   S t r e e t A/ B Cit y 4B ,   C I P ,   B o n d ,   G r a n t s Ma i n   S t r e e t   ( n o r t h   o f   s q u a r e ) B Cit y 4B ,   C I P ,   G r a n t s 7t h / 8 t h   S t r e e t s   ( f r o m   C h u r c h   t o   R o c k ) C Cit y 4B ,   C I P ,   G r a n t s Ro c k   S t r e e t C Cit y 4B ,   C I P ,   G r a n t s Ot h e r   N e i g h b o r h o o d   S t r e e t s C/ D Cit y 4B ,   C I P ,   G r a n t s 3. 4 Co n s t r u c t   p a r k i n g   l o t s / s t r u c t u r e s   8t h   &   M L K   s u r f a c e   l o t   A Cit y Co u n t y 4B ,   C I P Mu n i c i p a l   C e n t e r   p a r k i n g   s t r u c t u r e   B/ C Cit y Co u n t y / P r i v a t e Bo n d ,   C I P ,   P r i v a t e 9t h   &   M a i n   p a r k i n g   s t r u c t u r e C Cit y Pr i v a t e CI P ,   P r i v a t e 4   - ­ ‐   G A T E W A Y S ,   W A Y F I N D I N G   &   P U B L I C   S I G N S Re c o m m e n d e d   A c t i o n s Pr i o r i t y Le a d Su p p o r t Fu n d i n g No t e s 4. 1 Im p r o v e   g a t e w a y s So u t h   S a n   G a b r i e l   R i v e r   b r i d g e   a n d   A u s t i n   A v e n u e A Cit y ad j a c e n t   p r o p e r t y   o w n e r s CI P ,   S I D ,   G r a n t s Au s t i n   A v e n u e   a n d   U n i v e r s i t y   A v e n u e A Cit y ad j a c e n t   p r o p e r t y   o w n e r s CI P ,   S I D ,   G r a n t s 4. 2 Re - ­ ‐ i m p l e m e n t   W a y f i n d i n g   a n d   S i g n a g e   P l a n Min o r   r e - ­ ‐ d e s i g n   ( i m p r o v e d   i d e n t i t y ) A Cit y Ci t y Up d a t e   l o c a t i o n   p l a n A Cit y Ci t y 4. 3 In s t a l l   u p d a t e d   s i g n a g e   a n d   w a y f i n d i n g In s t a l l   s i g n a g e on g o i n g Cit y Ci t y ,   C I P 5   - ­ ‐   P A R K S ,   O P E N   S P A C E   &   P U B L I C   A R T Re c o m m e n d e d   A c t i o n s Pr i o r i t y Le a d Su p p o r t Fu n d i n g No t e s 5. 1 Im p l e m e n t   n e w   p a r k s   a n d   o p e n   s p a c e Te r r a c e   a n d / o r   p a r k   o n   t h e   r i v e r AD O Pr i v a t e   d e v e l o p e r / p a r k s Cit y TI R Z ,   P r i v a t e ,   P a r k s   b o n d ,   C I P Ne i g h b o r h o o d   p a r k   ( N o r t h   A u s t i n   O p p o r t u n i t y   A r e a ) AD O Pa r k s   d e p t . Cit y TI R Z ,   P a r k s   b o n d ,   C I P Ol d   J a i l   p a r k AD O Pr i v a t e   d e v e l o p e r / p a r k s Cit y TI R Z ,   P r i v a t e Mu n i c i p a l   C e n t e r   p a r k s   a n d   p l a z a s A Pa r k s   d e p t . Cit y Bo n d Pr o p o s e d   p o c k e t   p a r k   a n d   p l a z a   ( a t   b a n k   o n   A u s t i n   A v e . ) B/ C Pa r k s   d e p t . Cit y / P r i v a t e TI R Z ,   S I D ,   P a r k s   b o n d Po c k e t   p a r k / p l a z a   a t   U n i v e r s i t y / A u s t i n   g a t e w a y A Pa r k s   d e p t . Cit y CI P ,   S I D 5. 2 Pu b l i c   A r t Pu b l i c   a r t   ( c o o r d i n a t e   w i t h   s i d e w a l k / p a r k   i m p r o v e m e n t s ) on g o i n g Cit y TI R Z ,   S I D ,   A r t s   P r o g r a m ,   P r i v a t e AD O = a s d e v e l . o c c u r s