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
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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.
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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.
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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.
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8-IMPLEMENTATION STRATEGIES
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1
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S
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Cit
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Cit
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2.
2
In
t
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t
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n
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m
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v
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p
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)
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Cit
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o
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Cit
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f
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2.
3
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2.
5
In
s
t
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on
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T
I
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,
S
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130
City of Georgetown | Downtown Master Plan Update
3
-
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Fu
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No
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3.
1
De
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4.
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