3. Commitment to Center City
City of San Antonio acknowledges the critical importance of its urban core.
Mayor Castro
declared the
Decade of
Downtown,
launching
collaborative
citywide
SA2020
process in
2010.
VISION: In
2020,
Downtown is
the heart of
San Antonio
and is
everyone’s
neighborhood.
Centro
Partnership
was created in
2011 to
champion
SA2020 vision.
“Foster a vibrant
and prosperous
downtown that
benefits the entire
San Antonio
community.”
33
4. Today there are four organizations:
Downtown
Alliance
Centro
Partnership
Public
Improvement
District
Community
Development
Corporation
44
5. Evolution of the Collaborative Model
501 (c) 6
Marketing and Membership
501(c) 4
Clean and Safe
501 (c) 6
Vision and Civic Innovation
501(c)3
Management Corporation
55
6. Education & training
Innovation
Succession planning
Analysis
Membership &
Advocacy
Best practices
Business recruitment
and retention
Marketing / branding
Clean and safe
Strategic Planning
Real estate services
DOWNTOWN
LEADERSHIP
DOWNTOWN
POLICY
DOWNTOWN
PROGRAMS
Pillars of Excellence
66
7. Greater
Downtown Area7
Target Area Boundaries
• 5.27 sq. miles
• 18,398 residents
Approximately 64,700 people
employed with economic impact
of $11 billion
Roughly 18,000 residents with
7,154 housing units
30 cultural institutions, with
future 1,750-seat Tobin Center for
the Performing Arts
Multimodal transportation with network
of over 40 miles of bike lanes
7
11. Comparison Cities:
Diversity Index 2012 (%)
*Sources ESRI, Census ACS
* Diversity index is calculated by if you randomly choose two people, what are the chances they are of a different race
11
13. Downtown San Antonio
Public Improvement District
Clean & Safe Services Downtown:
• Continue to provide full funding for
Maintenance, Ambassador & Streetscape
Amigos
• Funding for beautification improvements
Future Programs:
• Business Retention & Recruitment
• Image & Marketing
• Leadership & Policy
Centro submitted petitions to City Clerk:
• Percentage of the value: 67.76%
• Owners of record: 56.14%
13
14. Define
• SA2020 indicators and targets that
are aligned with downtown
development.
Leverage
• Considerable influence, strength of
relationships, and reach community to
catalyze greater investment.
Focus • Local investments to directly affect
SA2020 indicators and measures.
Centro is the Lead Partner for
Downtown Development14
15. SA2020 Indicators: Housing Units
• Increase downtown housing units by
5,000 including mixed income and
student housing
Target
• 2011: 3,304 multifamily housing units
• 2012: 6 new housing projects that
represent 881 multi-family housing units
CCDO housing
inventory field
verification
• 2011: 2,985 single family housing units
• 2012: 2,968 single family housing units
Single family
houses in
Framework Plan
15
16. SA2020 Indicators: Employment
• In 2000, 9.5% of all San
Antonio employees (55,100
workers) worked downtown
Employment
downtown
(public, private
non-retail, and
retail)
• Increase the number of
downtown employees by
25% (13,775 Additional
employees)
Target
16
17. Workforce
Quality of
Life
Housing
Participants included:
• County Economic
Development
• SABER
• Chambers
• Employers (HEB)
Participants included:
• B-cycle
• Department for Cultural
and Creative
Development
• HPARC
Participants included:
• Housing Trust
• Downtown Resident’s
Association
• LOOP
SA2020 Downtown
Development Workgroups
If you would like to
participate in one of
the workgroups,
please contact:
Eddie Romero at
eromero@downtownsa.org
17
18. Strategic Framework Plan:
A Roadmap to Reach the Vision
As its first major
effort, Centro
commissioned
HR&A Advisors
to produce a
Strategic
Framework
Plan
for the Center
City.
The plan establishes goals, targets and
strategies to achieve the SA2020 vision:
“Center City should be
characterized by attractive housing
alternatives, welcoming parks,
walkable streets, mass transit,
enticing retail, enhanced cultural
institutions, and accessible parking.”
18
19. Plan Highlights
Key
Recommendations
Creating the
Public Realm
Action Plan Completed in December 2011 and adopted by
Centro Partnership Board in February 2012.
19
21. Creating the Public Realm
Public
Realm
Sidewalks
are safe,
clean and
well
designed Complete
streets for
pedestrians,
vehicles,
transit and
bicycles
Clear street
hierarchy
that is
attractive and
accessible
Supports
development
Open spaces
are activated
and
programmed
High
standard of
maintenance
21
22. Action Plan
Prioritize near-term
capital investment needs
to catalyze growth in
primary growth areas
Improvements to key street
corridors
Improvements to
intersections and key
gateways
River to street “gateway”
connections
22
23. Case Study:
Northwest Quadrant
• Centro contracted with the
County
Contractual Obligations
• Study public property as a
catalyst for development in
quadrant of the central
business district
Purpose of the Study
23
24. NWQ Development Potential
- Public land used
to spur
development
-Medical District
-Potential Streetcar
-Two major complete
street projects by the
City (Soledad and Main)
-San Pedro Creek Project
-Building off Geekdom
and Cloud University
24
25. NWQ Public Property Ownership
- Public land used
to spur
development
-Medical District
-Potential Streetcar
-Two major complete
street projects by the
City (Soledad and Main)
-San Pedro Creek Project
-Building off Geekdom
and Cloud University
25
26. Medical District
-Public land used to spur
development
- Medical District
-Potential Streetcar
-Two major complete
street projects by the
City (Soledad and Main)
-San Pedro Creek
Project
-Building off Geekdom
and Cloud University
26
27. Streetcar Route Alternatives
-Public land used to spur
development
-Medical District
- Potential Streetcar
-Two major complete street
projects by the City
(Soledad and Main)
-San Pedro Creek Project
-Building off Geekdom and
Cloud University
27
28. CCHIP and the Streetcar
-Public land used to spur
development
-Medical District
- Potential Streetcar
-Two major complete street
projects by the City
(Soledad and Main)
-San Pedro Creek Project
-Building off Geekdom and
Cloud University
28
29. City’s Bond Project:
Complete Streets
-Public land used to spur
development
-Medical District
-Potential Streetcar
- Two complete street
projects by the City
(Soledad and Main)
-San Pedro Creek Project
-Building off Geekdom and
Cloud University
29
30. $175mil project
transforms 1.5-
mile concrete
ditch into linear
park restoring
ecosystem.
County funding
$125 million for
upgrades
including next
phase of
design.
Balance of
funding from
other
public/private &
donations of
rights-of-way.
San Pedro Creek Improvements
-Public land used to spur
development
-Medical District
-Potential Streetcar
-Two complete street
projects by the City
(Soledad and Main)
- San Pedro Creek
Project
-Building off Geekdom and
Cloud University
30
31. Technology Initiatives
-Public land used to spur
development
-Medical District
-Potential Streetcar
-Two complete street
projects by the City
(Soledad and Main)
-San Pedro Creek Project
- Building off
Geekdom and
Cloud University
31
32. With the current
widespread
development in
San Antonio, it is
imperative to
focus our
efforts.
32
33. Criteria for Transformative
Projects
Bold and far reaching
Contribute to the desired
landscape
Appeal to the diversity of the
community
Game changing and impactful
Sustainable and viable
Sufficient support, politically and
financially
33
