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HomeMy WebLinkAboutChapter 2 - Framework Strategy 29 2-Framework Strategy A VISION FOR DOWNTOWN Downtown should remain the heart of the community, with an even more vigorous economy and diversity of offerings. It should be the center of specialty retail, dining and entertainment. In the business sector, it should maintain a key position in professional services and establish it- self as a focus of high technology firms, especially innovative start-ups. Downtown also should strengthen its role as the center of government, with major concentrations of city and county offices in the form of a Municipal Center as well as some state and even federal workers. In addition, it should be the cultural center of the city. Museums, galleries and per- formance venues should thrive here and the central library should continue to be a key activity center. Conferences from the Rivery should bring regional residents to downtown, and festivals and outdoor markets should continue to add accent to daily life here. Downtown also should be an affordable place for people to live. In that regard, new housing should be developed that caters to “urban” markets. HOW WILL THE DOWNTOWN APPEAR? With the implementation of this plan, downtown will be an exciting, attrac- tive place to work, live and visit. As one approaches the downtown, one sees established residential neighborhoods that are well maintained, and that are easily accessible to downtown. Within the downtown district itself development along the edges of these established neighborhoods blends, with compatible buildings housing services for downtown residents. In some areas townhouses and apartments/condos create a transitional edge between single-family homes and the commercial core. People of all ages come downtown to make use of many community facilities, including youth and senior centers, the- aters, outdoor parks and plazas. Visitors find their way about through a series of custom-designed signs that are attrac- tive and easy to understand. Outlying signs highlight entry into the city core. Gateways into downtown are apparent and the feeling that one has entered a special place is recognized. As one nears parking facilities, it is easy to find parking lots by following other specially illustrated The Downtown Master Plan Update is based on a framework of organizational concepts that should guide investment in the area. All of the components of the plan build on these general pre- cepts. This chapter presents a summary of all of the components of the plan as they would work in concert in a basic framework. These are then explained in more detail in subsequent chapters. 2-FRAMEWORK STRATEGY 30 City of Georgetown | Downtown Master Plan Update signs. One can park in a landscaped lot that is screened from pedestrian view by storefronts and other buildings or in a well-designed, multi-level parking struc- ture with retail to activate the ground floor. Landscaped sidewalks invite pedestri- ans to walk comfortably for four or more blocks while they conduct their business, visit with friends and check out entertain- ment venues. Sidewalks are extended throughout the downtown and crosswalks with special decorative paving identify key intersections and enhance safety. The east and west sides of downtown are seamlessly connected with an attractive, pedestrian-friendly atmosphere along Austin Avenue, where pedestrian-activat- ed crosswalks make crossing it more safe and convenient. At the western edge of downtown near the library, a Municipal Center includes a new city hall and various city service offices. The northern portion of Austin Avenue has redeveloped with a mix of retail, office and residential buildings. Within the historic district, buildings are restored to a functional beauty. Numerous institutional facilities provide services for those who live, work and visit downtown. In the southern portion of downtown, a mix of offices, retail and residential uses have filled out vacant lots and helped to create a pedestrian-friendly environment. In the core area, street level storefronts are occupied by specialty retail establish- ments, including clothing, gifts, galleries, housewares and furnishings. Restau- rants, theaters and youth activity centers enliven this mix of customer-oriented activities. With more people living in the downtown core, streets remain active into the eve- ning, such that the area genuinely func- tions as a twenty-four hour place—busi- ness and cultural activity during the day and evening and residential throughout the night. Citywide residents and visitors enjoy using the downtown’s evening busi- ness hours and entertainment venues. A MARKET STRATEGY The vision for a vital downtown is based on some key market-driven principles. These provide opportunities for strength- ening the core. This renaissance must concentrate on enhancing the core with a mix of uses, including higher density residential, commercial and cultural at- tractions. The downtown revitalization strategy fo- cuses on several key market segments: CITY RESIDENTS The spending power of many Georgetown residents is comparatively high. Taking advantage of this disposable income is important for downtown. Expanding the market of people that want to live in the core will help. Residents of Sun City and other established neighborhoods throughout the city are also part of the general market. DOWNTOWN WORKERS New venues are needed for innovative technology-based enterprises. Goods and services targeted at this group should be expanded. 31 2-Framework Strategy A special target group consists of gov- ernment employees who work down- town. Providing coffee shops, cafes and personal services are among the uses that will appeal to this group. While this segment is well established, it does not patronize downtown businesses as much as it could. REGIONAL VISITORS Regional visitors with sufficient dispos- able income will come downtown for specialty retail, restaurants, cultural at- tractions and special events if the setting is appealing and access is easy. This in- cludes those who come for performances and festivals as well as conferences. Busi- nesses that cater to visitors also should be expanded, including lodging for visi- tors and tourists. HERITAGE TOURISM Heritage tourism, a growing national movement, includes travel to natural, his- toric and cultural attractions and focuses on historical authenticity, accessibility and local involvement. Heritage tourism balances visiting inter- esting places with preservation of history and the built environment. Georgetown is well positioned to expand its market to include those visitors interested in visiting a historic Texas city. Downtown, therefore, should be designed to appeal to this group. The Visitor’s Cen- ter is a wonderful asset that promotes this type of tourism with special flyers, guided tours and advice. The wineries have also helped elevate heritage tourism in Georgetown. Promoting other heritage icons like Blue Hole Park and the Shot- gun House Museum is desired. Gifts and other specialty retail, entertainment and exhibits should be available. STUDENTS Georgetown is home to the oldest char- tered institution of higher learning in the state: Southwestern University. With an enrollment of nearly 1,400 students, the university provides an opportunity for businesses to address students’ needs and interests. Expanding the dining and entertainment venues, as well as other goods and services that appeal to this group is a priority. SENIOR CITIZENS Services that cater to independent se- nior citizens who choose to live within walking distance of downtown are also encouraged. These include services such as cleaners, drugstores and restaurants, as well as cultural opportunities, com- munity services, churches and medical practitioners. Living downtown could be a very attractive housing opportunity for this market segment that makes up nearly 25% of Georgetown’s population. URBAN DWELLERS For the first time in post-World War II his- tory, city centers are growing faster than their suburban counterparts. Nationally, cities of this size are demonstrating that approximately 4% to 6% of area residents would choose to live downtown if high quality housing is provided in an enriched environment with sufficient amenities. People considered “empty nesters” and “young professionals” are among those in this group that should be targeted to help enliven downtown. 32 City of Georgetown | Downtown Master Plan Update THE FRAMEWORK STRATEGY Downtown should be strengthened by providing safe connections for pedestri- ans, offering adequate parking for both local and tourist traffic, enhancing the visual character and encouraging devel- opment of key “opportunity areas.” All of this can and should be accomplished while respecting its heritage. Map #6 on the following page illustrates this basic strategy. MAJOR FRAMEWORK STATEMENTS The following statements and their intents are described to explain the major themes for this plan. Each element is described in more detail in later chapters. They all relate to Map #6 on the following page. EXPAND THE PEDESTRIAN-ORIENTED CORE. While enhancing the pedestrian environ- ment throughout downtown is a general goal, a key concept is to expand the area in which the appeal to pedestrians is the strongest. Conceptually, the expanded pedestrian-oriented core would extend an additional block and a half, or approxi- mately one-eighth of a mile radius in each direction from the historic courthouse. (This area is shown in yellow on the map.) In some cases, specific existing devel- opments and abutting land uses would modify the actual layout of this area, but diagrammatically, this should be consid- ered to be a larger city center. ENHANCE THE PEDESTRIAN EXPERI-ENCE Pedestrian ways, trails and streets should be considered in a broader context. They are a means of circulation that strengthen business centers and link neighborhoods. Therefore, roadways, sidewalks and trails should be coordinated in a comprehensive hierarchical system that assures continu- ity of circulation, especially for pedestri- ans and bicyclists. Installing streetscape improvements throughout the area will help, as well as pedestrian-related signs, such as ones that indicate walking dis- tance or time to certain destinations. ACCENT GATEWAYS “Gateways” should be established at key points along Austin Avenue. They would incorporate design elements that convey the theme for downtown and should fit within a hierarchy of wayfinding signs and landscapes. Other wayfinding signs and landscaping should be installed at key intersections. CREATE A DESTINATION WITH A DI-VERSE MIX OF USES Downtown Georgetown should retain its role as the community’s center. Retail uses, government services, county offic- es, professional offices, cultural, art and entertainment facilities, support services, and residential uses should combine to create the mix that is downtown. A diver- sity of employment opportunities should be provided to encourage a diversity of people, ages and income levels. Doing so means that a wide variety of personal services are necessary to meet the needs of these people. Improved parking and pedestrian systems should support ac- cess to these features. 33 2-Framework Strategy 1 inch = 500 feet±Georgetown Master Plan Update Georgetown, TX March, 2014 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. Aus t i n Av e . Ma i n S t . Ch u r c h S t . My r t l e S t . .tS mlE As h S t . Fore s t S t . Ha r t S t . Rai l r o a d Ave . .tS tseroF Ma r t i n L u t h e r K i n g S t . Wes t S t . Sc e n i c D r. Au s t i n Ave . Mai n S t . Ch u r c h S t . My r t l e S t . South San Ga b r i e l R i v e r San Gabriel Village Blvd. www.winterandcompany.net MAP 6 | BASIC FRAMEWORK STRATEGY LEGEND: Close-in Gateway Courthouse Square Development Anchors P P P Primary Circulation Axis Enhanced Pedestrian Core Opportunity Areas Active Frontage Existing Traffic ControlProposed Pedestrian Control P Public Parking 34 City of Georgetown | Downtown Master Plan Update ANCHOR ACTIVITY Certain “anchors” of activity will pull pe- destrians outside the courthouse square. These anchors of activity should offer a range of services and amenities that do not exist in the downtown core. Some of these anchors already exist, or are begin- ning to be developed, while others should be cultivated in time. They include: • North Anchor: the Monument Café and Tamiro Plaza at 5th and Austin offer a mix of uses that currently draw pedestrians from the square. More development should follow in this di- rection, continuing north along Austin Avenue to the river, while also activat- ing Rock and Main Streets. • West Anchor: the new central library serves as an important anchor of ac- tivity. Existing government facilities should be reconfigured and expanded into a Municipal Center at this location to further anchor this area and draw people from the downtown core. • East Anchor: a collection of churches and a new events center, Union on 8th, serves as an informal anchor east of the square. Grace Heritage Center and the redevelopment of the old post of- fice, once city offices relocate, should also contribute to the east anchor of activity. • South Anchor: new mixed-use devel- opment along Austin Avenue south of the square will help anchor the south- ern edge of downtown. This could in- clude the redevelopment of the blocks around 10th Street and Austin Avenue, where a new pedestrian-activated crossing is proposed. New develop- ment should orient to Austin Avenue to create a more pedestrian-friendly at- mosphere and southern entry to town. ACTIVATE PUBLIC REALM Encouraging new development to include active ground-floor uses in targeted areas of downtown (shown on Map #6 in purple lines) will help to create the sense of identity and desired vision for downtown. Currently, the blocks directly facing the square are the block faces in downtown that include a majority of active front- ages. This vision would help extend this building type and uses into outlying areas as well. Expanding concentrations of ac- tive ground floor uses like specialty and service retail, dining and entertainment will help position the entire downtown as an exciting place, distinct from regional suburban mall models. IMPROVE ACCESS FOR VISITORS It is important for all users to know the most convenient route to their destina- tion. Signs that identify these routes, as well as the location of parking lots and other regional attractions are necessary. Re-implementing a town-wide sign sys- tem, with design improvements, would greatly aid both downtown entities and other local facilities and attractions. MARKET DOWNTOWN ASSETS Establish a Retail Recruitment Program to target specific businesses and industries, and strengthen marketing and events pro- gramming. Implement a heritage tourism plan and facilitate compatible develop- ment projects. 35 2-Framework Strategy URBAN DESIGN SYSTEMS Urban design systems should be coordi- nated to achieve this plan’s objectives. Among these are: circulation systems for pedestrians, bicyclists and automobiles, as well as street design, public informa- tion, parks and open space. Urban design system improvements to be made include: • Enhancing the pedestrian experience • Extending streetscape elements be- yond the historic core • Expanding and enhancing parks and open space in downtown • Balancing auto circulation with other circulation and functional require- ments for pedestrians • Improving the use of existing parking resources and developing new parking such that it will stimulate construction of other desired uses • Re-implementing a cohesive wayfind- ing and signage system • Managing and promoting historic re- sources PEDESTRIAN SYSTEMS Pedestrians circulate throughout down- town using the grid of sidewalks that frame the city blocks. Enhanced sidewalks exist in the Town Square Historic District and in some locations along Main Street and Austin Avenue. The city has been quite aggressive with previous pedestrian cir- culation systems and this plan will build on top of those recommendations to offer priority treatment and updated designs. Pedestrian system enhancements to be made include: • Improving connections from major destinations to public parking. • Enhancing connections between downtown and the University. • Providing pedestrian-controlled cross- walks at key intersections on primary pedestrian routes. • Enhancing pedestrian connections to the river trails to access residential and overnight accommodation es- tablishments across the South San Gabriel River. Enhance pedestrian connections to the river trails. 36 City of Georgetown | Downtown Master Plan Update STREETSCAPE ELEMENTS Streetscape enhancements, which fol- low recommendations from the original Master Plan, have been provided for the Town Square Historic District and along portions of Main Street and Austin Av- enue. The enhancements include deco- rative paving, ornamental street lights, benches, waste receptacles, signs and plantings. These landscape and furniture palette elements are organized in a hierar- chical system that relate to the pedestrian circulation recommendations, but they are not continuous. Some signs have also been implemented to direct users to the retail core. Streetscape enhancements to be made include: • Establishing priorities for sidewalk improvements and streetscapes. • Reimplementing the signage program. Enhance pedestrian systems and connections. PARKS AND OPEN SPACE Parks and open spaces help establish a network that relates to both the built envi- ronment and the pedestrian systems that connect them. Public open spaces also serve a wide range of downtown users and should provide a diverse range of venues for activities, events and recreation. The downtown needs more of such park space in order to attract new residential and commercial uses. Parks and open space enhancements to be made include: • Expanding active and passive parks and plazas in the downtown core. • Providing additional space for events and festivals. • Establishing an integrated parks system by linking them with clearly marked pedestrian trails. Expand active and passive parks and link them with clearly marked pedestrian trails. 37 2-Framework Strategy AUTOMOBILE SYSTEMS The character of the streets downtown greatly influences the type of develop- ment that will occur and therefore they should be planned to help create distinct neighborhoods and not be perceived as thoroughfares. That is, street designs should focus on improving access into the core, not through it. Buildings and streetscapes should help frame the street and make it inviting to pedestrians. Automobile system enhancements should include: • Basing street improvements on up-to- date data and coordinated planning. • Avoiding widening any streets in the downtown. Instead, consider reducing street sections by widening sidewalks, adding parking or bicycle lanes. • Providing a coordinated sign system to direct traffic efficiently. Buildings and streetscapes should help frame the street and make it inviting to pedestrians. PARKING SYSTEMS The City and County should coordinate a system of parking structures and surface lots within downtown and manage them in an aggressive fashion to promote high utilization rates. Parking coordination and management is a major public investment strategy that could set the stage for pri- vate investment. This includes physical improvements, in the parking facilities themselves, enhanced pedestrian con- nections to them, and ongoing marketing and promotions. Additional public parking facilities should be planned in conjunc- tion with key development projects as well. Existing downtown facilities such as churches could also be targeted for inclu- sion in a parking district as they are prime candidates for shared parking. While new parking structures are sug- gested as a part of this plan, there are a few basic principles to keep in mind. First, the city and county should actively man- age current parking resources. Second, a clear understanding is needed of who the users are and of their needs. The actual demand for additional parking may be less than expected. Parking system enhancements should include: • Enhancing streetscape connections to and enhancing landscapes in existing parking facilities. • Instituting a parking district to effec- tively manage parking resources. • Installing appropriate signage to direct autos to parking and pedestrians to their destinations. 38 City of Georgetown | Downtown Master Plan Update HISTORIC RESOURCES Historic buildings are a major part of what makes downtown a unique destination. In fact, this genuine heritage is often what developers try to recreate in newer devel- opments that compete with downtown. Strengthening the role that these impor- tant buildings play is a fundamental part of the basic framework strategy. The historic courthouse located in the heart of downtown is a special asset to the community, and its preservation is critical. Williamson County should con- tinue to rehabilitate it and promote its significance through guided tours. Private rehabilitation efforts should also be con- tinued. Owners are encouraged to follow city, state and federal guidelines in order to be eligible for incentives. Existing building codes can have mea- surable impact on rehabilitation projects. When extensive rehabilitation work is planned for an older building, it may trig- ger code compliance actions that may in- crease costs and/or significantly alter the historic character of the building. Inroads have been made by city agencies around the country that address this issue. Many cities have adopted Guidelines for the Re- habilitation of Existing Buildings, formerly the Uniform Code for Building Conser- vation (UCBC). This document contains guidelines for preserving existing build- ings while achieving appropriate levels of safety. It discusses repairs and altera- tions, change of occupancy, enforcement and permits, historic buildings, life-safety requirements for existing high-rise build- ings, accessibility, energy conservation, and more. It may be adopted as a code or used as a guideline. Historic resource enhancements should include: • Develop a heritage tourism program. • Provide grants and loans for the reha- bilitation of historic resources. • Study the benefits of offering tax re- bates for appropriate rehabilitation of historic buildings. • Install interpretive markers throughout the downtown. • Make use of special historic building code provisions that are available. • Study the benefits of rehabilitating historic buildings/homes in all overlay districts, which could directly benefit downtown. DESIGN CHARACTER Overall, buildings throughout downtown should have a sense of “relatedness” in their design character, while at the same time allowing room to express individual variations in details and styles. Within the historic district, buildings should more closely relate to the older traditional buildings. Outside the historic district, buildings should relate at a basic level, in terms of building to the street edge, being of a human scale and creating a pedestrian-friendly context, as stipulated in the Downtown and Old Town Design Guidelines. 39 2-Framework Strategy ACTIVITY CENTER CONCEPT One special concept is to organize de- velopment around a series of activity centers. Much like the “anchors of activ- ity” shown on the Framework Map, this concept serves to draw people outside of the downtown core and into the rest of downtown. Providing community focal points for development will strengthen the overall civic, cultural and business environment in downtown, and will also provide “mini-destinations” that help to reduce the scale of downtown. The court- house square should continue to serve as the primary activity center, or a central anchor for wayfinding and community activities. Each activity center should include uses that will attract people to downtown and encourage pedestrian activity. They also should include opportunities for outdoor spaces where people can gather. The Activity Centers should be: 1. El Monumento Cafe 2. Historic Williamson County Jail Re- use 3. Monument Café/Tamiro Plaza/New Development 4. Justice Center 6. New Municipal Center/Festival Street 6. New Mixed Use Development at 10th and Austin 7. New Gateway Activity at University and Austin 8. New Public Parking Structure with Retail Wrap 9. Neighborhood Church & Event Center EL MONUMENTO CAFE This city icon already acts as an activity center in its own right. Improved trail con- nections to the river trails and pedestrian connections along Austin Avenue will further activate this area. New modest liner buildings could be built along Austin Avenue on this property to help frame and activate the street. l Monumento terrace helps establish an activity center focused on the river. PROPOSED REUSE OF HISTORIC WIL-LIAMSON COUNTY JAIL The block containing the historic William- son County Jail, built in 1888, offers an opportunity to build on the heritage tour- ism strategy. Re-purposing the old jail at 4th and Main Streets was a very popular idea proposed by community residents. Some ideas for reusing the jail consist of a Bed and Breakfast, Art Gallery, Museum or Visitor’s Center. The addition to the jail should be demolished to re-enact the original setting, and a park-like setting should surround the jail. 40 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. 11th St. W. University Ave. Au s t i n Av e . Ma i n S t . Ch u r c h S t . Myr t l e S t . .tS mlE As h S t . Fore s t S t . Ha r t S t . Rai l r o a d Ave . .tS tseroF Ma r t i n L u t h e r K i n g S t . West S t . Sc e n i c D r. Au s t i n Av e . Ma i n S t . Ch u r c h S t . Myr t l e S t . Elm S t . South San Ga b r i e l R i v e r San Gabriel Village Blvd. www.winterandcompany.net MAP 7 | ACTIVITY CENTERS LEGEND: Primary Activity Center(Courthouse Square) Secondary Activity Center Downtown Overlay District Boundary Support Area El Monumento Cafe Justice Center Proposed Municipal Center Proposed New Gateway Activity Employment Center Public Parking with Proposed New Retail Churches, Event Centers, Restaurants Monument Cafe / Tamiro Plaza / Proposed New Development Proposed Reuse of Historic Williamson County Jail Proposed New Mixed Use Development Proposed Extension of District Boundary 41 2-Framework Strategy The historic jail is envisioned as redeveloping into a bed and breakfast, art gallery, museum or similar use to benefit the public and activate this area of downtown. MONUMENT CAFÉ/TAMIRO PLAZA/PROPOSED NEW DEVELOPMENT Indicated as one of the major activity centers in the Framework Strategy, this intersection at 5th and Austin already includes increased activity due to Monu- ment Café and Tamiro Plaza. New mixed- use development on the northern corners of the intersection should further activate this area. The Monument Cafe and Tamiro Plaza have added a new level of energy north of the square. New development north of the 5th & Austin intersection will help further activate this area. JUSTICE CENTER The Justice Center acts as a civic activity and employment center. It is important to locate commercial uses that serve Justice Center employees to help enliven this area with daytime activity. The new jail and justice center acts as a civic activ- ity and employment center. PROPOSED MUNICIPAL CENTER AND FESTIVAL STREET This site is also proposed as a major activ- ity center in the Framework Strategy. It lies between Rock Street and Martin Luther King, and is centered along 8th Street. The existing civic icon is the central library. In the long term, this area should develop as a campus for city offices. The street would be designed as a flexible space, to be closed for festivals and markets, to complement activities around the court- house square. A few build-out scenarios are proposed in Chapter 8. The old police station is envisioned as becoming part of a new municipal center centered around 8th Street, which will be a flexible-use festival street for special events. 42 City of Georgetown | Downtown Master Plan Update PROPOSED NEW MIXED USE DEVELOP-MENT AT 10TH AND AUSTIN Another major activity center as pro- posed in the Framework Strategy is the intersection of 10th & Austin. This area has potential to redevelop into more ur- ban buildings of 2 to 4 stories that frame Austin Avenue and extend the character of the courthouse square south. PROPOSED NEW GATEWAY ACTIVITY AT UNIVERSITY AND AUSTIN This area is well suited for commercial development because of the high traffic this intersection experiences. Primarily, the street edge should be defined by a storefront wall along Austin and Univer- sity. A small entry plaza/park or expanded pedestrian zone would be included at the corner(s). This site should also include an important visual link to help guide visitors towards the downtown. The building use is not as important as the provision for landscaping and directional signage. The new retail center at the northwest corner of the intersection is a good example of development orienting to the street. The new retail center at the northwest corner of the intersection is a good example of how new develop- ment should orient to the street. PUBLIC PARKING WITH PROPOSED NEW RETAIL The southeastern block of 9th and Main includes a public parking lot. The long- term vision for this block would be to redevelop into a public parking structure that is wrapped with a retail component to activate Main Street. CHURCHES, EVENT CENTERS, RES-TAURANTS This area is designated as the major east- ern development anchor in the Framework Strategy. The churches that are clustered in this area form an anchor for the eastern edge of the downtown and the new Union on 8th Event Center will help enliven this area with small local events. The Grace Heritage Center, redevelopment of City Hall (once offices relocate) and new res- taurants also add to the vibrancy of this area. These uses would be enhanced with extension of sidewalks, redesign of some on-street parking and perhaps develop- ment of a small park. These facilities have some open space associated with them, which should be preserved to the extent feasible. The existing parking lot at 9th and Main Streets should redevelop into a public parking structure with a “wrap” of retail uses fronting Main Street.