Quality of Life and Sense of Place

Outcome Statement: Complete and utilize the City’s Comprehensive Plan and other master plans as our guiding principles for decision-making.

I. Adopt and Implement the Comprehensive Plan

• The Comprehensive Plan adoption was postponed by the Planning and Zoning Commission on its current schedule City Council will see the plan in September with final adoption in November.

II. Ensure Master Plans Align with the Current Comprehensive Plan

Outcome Statement: Engage residents and community partners to promote a sense of belonging.

I. Enhance presence in the community through new community engagement initiatives and leveraging the channels which can best reach the targeted audiences.

• Development Services regularly attends scheduled events and prepares public engagement strategies for all plans. Area Plans are currently in process and the Historic Preservation Plan is currently in the RFP stages.

II. Cultivate relationships with community partners and neighborhood leaders to engage diverse populations.

• A cross-departmental Community Engagement Workgroup is being formed to evaluate our processes and impact, and provide resources, best practices, and support to staff

III. Identify and nurture community champions to advocate for local initiatives.

• New programs such as Salsa dancing classes and Mermaid themed story time were provided this summer at the Library in Spanish. New business partner, ThinkBIG provides classes and individual support for Spanish-speaking entrepreneurs.

Outcome Statement: Continue investment in the Downtown area to preserve its unique and historical character, capitalize on opportunities for redevelopment, and make it a safe and inviting destination for people of all ages and backgrounds. 

I. Adopt and utilize the Downtown Area Plan.

• The Downtown Area Plan adoption was postponed by the Planning and Zoning Commission – on its current schedule City Council will see the plan in the fall of 2023. The Downtown Operations Plan adopted in October 2022, and staff will analyze the data collected in September 2023. Funding has been secured for a second year from Tax Increment Reinvestment Zone #5.  

II. Create, adopt, and implement the Historic Preservation Plan.

• The historic preservation plan is currently in the request for proposal stages. 

III. Develop methods and programs to address vacant and neglected buildings.  

• An Internal Vacant Building Work Group was created. Staff have begun doing research on vacancy abatement strategies.

Outcome Statement: Promote arts, culture, and special events as a driver to improve quality of life, increase tourism, and support local economic development.

I. Improve aesthetics and public art within public spaces, corridors, and gateways to create a positive visual experience, instilling pride and creating a unique identity.

• Collaborated with Indigenous Cultures Institute to promote mural art created by indigenous artists. Provided resources to San Marcos Art League in seeking a temporary location for monthly market. Decorative wraps were installed on traffic control boxes in city core. Sacred Springs Kite Exhibition installed at Activity Center and Library.

II. Develop and promote programs and activities to increase resident engagement and bring in outside visitors.

• Hired Downtown Program Coordinator in July 2023. This position will help expand existing and develop new programs and events. Mural installed and dedicated near the intersection of Guadalupe Street and San Antonio Street. Footprint graphics were installed on the sidewalks directing pedestrian traffic to the river, downtown, Plaza Park and Hutchison Street.

III. Support arts and culture projects and events to encourage new initiatives and take current ones to the next level.

• Offer two workshops for grant applicants covering the application process; and a separate marketing strategies workshop for taking events to the next level. Workshops are scheduled for August 10 and 30, and September 14. Future efforts include offering separate grant categories tailored to the needs of individual artists.

Outcome Statement: Provide an accessible, diverse, connected network of parks, open spaces, and recreation facilities to serve all ages, backgrounds, and abilities.

I. Implement the recommendations included in the Parks and Open Space master plans. 

• Development Code updates are drafted, pending any additional changes needed in response to State legislative action, and were reviewed interdepartmentally this summer. Staff brought forward the amendments for initial authorization on August 1, 2023.

II. Provide outdoor gathering places and parks for active and passive places for family activities.

• Multiple events such as Movies in Your Park and Party in Your Park have been coordinated and implement throughout the course of fall and summer 2023 to encourage family activity in our parks system and provide educational resources to children.

III. Continue collaboration with local, regional and state partners to plan and fund a vast trail network that will provide connection and access to alternate modes of transportation for all members of our community.

• Parks and Recreation in coordination with Engineering/CIP has submitted for two different funding opportunities to fund the continuation of the San Marcos River Shared Use Pathway under IH35 providing an east/west connection.  The first is a TxDOT Transportation Alternatives Grant and the second is a FY24 Community Project Funding request through Rep. Cesar's Office   Both applications have been considered positively and are working their way through the approval process.

Outcome Statement: Protect and enhance the natural, cultural, and historic resources of all neighborhoods through programs, improvements, stabilization, intentional growth, and compatible development.

I. Create, adopt, and implement the Historic Preservation Plan and Neighborhood Area Plans.

• Area Plans are currently in process, historic preservation plan is currently in the request for proposal stages.

II. Develop and promote ways to engage neighborhoods to increase community identity and pride in their neighborhood.

• On August 17, staff held a Dunbar and Heritage Neighborhood Conversations meeting for residents to get to know each other, learn about upcoming projects in their neighborhoods, and engage with city staff to voice concerns and suggestions on area programs.

III. Work with residents for neighborhood revitalization and safety.

• Council has approved the Planning & Zoning Commission to act as the Airport Zoning Commission. On August 22, a presentation will be given to P&Z to explain the history of the ordinance and what is expected of them as the new Airport Zoning Commission. September 12, a P&Z public hearing here will held to approve the preliminary ordinance. First reading of the ordinance to Council will be October 2 with second reading on October 17.

Outcome Statement: Facilitate safe and affordable housing for all, including those experiencing or who are at risk of homelessness or displacement. 

I. Update Housing Data and Adopt Strategic Housing Action Plan.

• City Council will provided direction to proceed on updating the Strategic Housing Action Plan on July 3, 2023.

II. Complete and implement the recommendations from the Homeless Needs Assessment.

• City Council will provided direction to proceed on updating the Strategic Housing Action Plan on July 3, 2023.

III. Identify and implement methods to provide affordable housing.

• City Council has allocated significant Community Development Block Grant Entitlement funding to the single family housing rehabilitation and repair program for the past four years, as well as funding from the American Rescue Plan Act. This program has been on hold as it has been completely revamped, and is now re-opening in August, 2023. Contractors have been procured for the program, and new policies and procedures are now in place. Neighborhood Enhancement’s Code Compliance staff help identify potential applicants who are most in need of assistance, and provide them with applications in the field, which are then submitted to Community Initiatives staff for review. Planning and Development Services Staff (Community Initiatives Division) also market the program to community groups and individuals to ensure its availability is broadly known. This program will also be coordinated with the City’s Utilities Department, which has funding to provide energy and cost-saving upgrades to the homes. This housing rehabilitation and repair program is open to households with incomes less than 80% of the area median income. The strategy is to provide funding for a program that serves the whole community within funding limitations.