Item 2: Austin Planning Slide Deck — original pdf

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Central City District Plan Austin Planning | Downtown Commission March 11, 2026 Agenda: ▪ Existing Conditions Report ▪ Vision and Goals ▪ Needs and Gaps ▪ Phase 1 Engagement Summary ▪ Phase 2 Engagement – Focus Groups ▪ Scenario Planning Overview Central City District Plan ▪ Responds to a Council resolution calling for a new 10-year blueprint and renewed vision for Downtown ▪ Expanded to encompasses Downtown, the University of Texas/West Campus area, and the South Central Waterfront ▪ The Plan recognizes that each subarea has a distinct identify ▪ Aims to enhance connectivity and planning infrastructure to support both natural and built environments across the District ▪ Incorporates and builds upon existing plans, projects and initiatives 3 Existing Conditions Report ▪ Preliminary research conducted before Phase 1 engagement ▪ Key takeaways presented in Phase 1 engagement ▪ Feedback informed missing topics and new research and analysis ▪ Current Status: ▪ The Interagency Technical Advisory Group is reviewing the report. ▪ The report will be available for review in April. 4 Vision and Goals – Vision Statement ▪ Informed by the Existing Conditions Report and the Needs and Gaps analysis ▪ Describes the desired future state of the District when Plan goals are implemented. ▪ Reflective of community goals, boards and commissions guidance, Council guidance, and staff feedback ▪ Used to communicate the plan’s purpose to the public and stakeholders ▪ Informs plan recommendations and scenario planning 5 Vision and Goals – Draft Vision Statement The Central City District is a complete, connected, and livable district that supports housing, jobs, commerce, education, tourism, arts, culture, and recreation within the urban core. Growth is intentional and coordinated, with land use, infrastructure, and services aligned to support everyday life and signature events. The District is the heart of Austin, bringing together the University of Texas area, Downtown, and the South Central Waterfront through safe and welcoming streets, active public spaces, and strong multimodal connections. The Central City District celebrates Austin’s identity by recognizing historic neighborhoods, cultural assets, and local businesses, while new development and investments complement the district’s character and long-term vitality. Through coordinated planning and implementation, stewardship, and investment, Central City adapts over time while maintaining its role as a center of community life, economic opportunity, and civic identity. Affordability, equity, sustainability, and comfort are prioritized to create a sense of belonging for those who live, work, learn, create, and visit the Central City District. 6 Vision and Goals – Goals ▪ Clarify desired outcomes for the District Plan ▪ Goals serve as a bridge between the Vision Statement and Implementation Strategies ▪ Promotes coordination between City departments, intergovernmental partners, developers, and non-governmental organizations ▪ The goals address 8 key themes that support the plan vision. 7 Vision and Goals – Draft Goals ▪ Goal 1: Housing: Support housing diversity and affordability that enables people to live near jobs, education, and transit while preventing displacement and maintaining long-term affordability. ▪ Goal 2: Mobility Provide a safe, connected, reliable, comfortable, and navigable multimodal transportation system that supports daily mobility, manages parking effectively, and maintains accessibility during major construction and large-scale events. ▪ Goal 3: Arts and Culture Strengthen the Central City District as a place for community life, arts, culture, and entertainment by supporting venues and public spaces that serve residents, workers, students, artists, musicians, and visitors of all ages throughout the day and evening. ▪ Goal 4: Heritage and Identity Preserve and reinforce the unique identity of the Central City District by celebrating historic neighborhoods, cultural assets, and legacy businesses while guiding new development to enhance and build upon existing character. ▪ Goal 5: Economic and Social Accessibility Ensure equitable access to essential services, daily amenities, and community resources so the Central City District remains livable and functional for a diverse population. ▪ Goal 6: Economic Development Foster a balanced and resilient district economy that prioritizes local businesses, attracts new businesses, supports workforce retention, and aligns economic growth with community needs and livability. ▪ Goal 7: Parks, Open Spaces, and Sustainability Enhance parks, trails, natural areas, and the built environment to improve climate comfort, environmental health, and everyday usability. ▪ Goal 8: Public Safety Improve real and perceived safety throughout the Central City District by prioritizing strategies that support active and comfortable public spaces. 8 Needs and Gaps ▪ Informed by Existing Conditions Report results ▪ Identifies gaps/issues, opportunities, and applicable locations ▪ Informs Vision and Goals and Scenario Planning ▪ Needs and Gaps are divided into ten themes: ▪ Public safety ▪ Sustainability and resilience ▪ Transportation ▪ Utilities ▪ Built form and development ▪ Daily amenities ▪ Economy ▪ Governance ▪ Housing ▪ Parks and open spaces 9 Engagement Timeline Existing Conditions Vision and Goals Needs and Gaps Analysis Fall 2025 Winter 2025 We are here Land Use Scenarios and Place Types Mapping Spring 2026 Plan Recommendations Summer 2026 Implementation Plan Final Central City District Plan Fall 2026 Winter 2026 Phase 1 Engagement: • Open House Virtual Open House • • • Central City District Survey Phase 1 Stakeholder Advisory Group Meeting Phase 2 Engagement: • Stakeholder Advisory Group Meeting • Focus Groups Subarea Meetings Phase 3 Engagement: • Open House • • Virtual Open House Stakeholder Advisory Group Meetings 10 Phase 1 Engagement Summary ▪ In-Person and Virtual CCD Open House: ▪ 85 attendees ▪ Connected, walkable neighborhoods identified as top priority for all three subareas ▪ Stakeholder Advisory Group (SAG) Meeting #1: ▪ 19 attendees ▪ Preservation of historic buildings and community character, housing affordability, mobility, social services, intentional development, and integrated planning identified as top priorities for the CCD ▪ CCD Survey Phase 1 (Speak Up Austin): ▪ 285 survey responses ▪ Crime, personal safety, and public behavior identified as top priorities for downtown ▪ Multimodal infrastructure identified as top priority for UT Area and the South Central Waterfront 11 Phase 2 Engagement – Focus Groups ▪ Goal of 12-15 participants per group ▪ Three subarea specific venues: ▪ Downtown: March 27-March 28 ▪ South Central Waterfront: March 31- April 1 ▪ UT/West Campus: April 7-April 8 ▪ Alternate Dates: April 9-11 ▪ 15 total focus groups on varying topics ▪ Focus groups will help fine-tune the needs and gaps analysis and inform plan recommendations ▪ Operations and Maintenance, Policy and Governance will be considered for all topics *This discussion will inform future updates to the Downtown Density Bonus Program and land use planning. Focus Group Topic Mobility, Transportation & Connectivity Safety, Public Space, Activation & Green Spaces Housing, Affordability & Anti-Displacement Services, Amenities & Operations Economy, Culture, Identity, Engagement & Tourism 901 747 330 295 226 Subdistricts and Community Feedback* N/A Total 2,499 Total Frequency in Community Feedback % of Total Frequency Meetings Allocated 36% 30% 13% 12% 9% N/A 100% 3 3 2 2 2 3 15 12 Scenario Planning Introduction Central City District Plan Agenda 1. Scenario Planning Discussion • Introduction • Process Overview • Outcomes • Examples Walk Through 2. Strategic Discussion on CCD Plan • AECOM Role • Comp Plan Integration 14 Scenario Planning Defined What is Scenario Planning? Focuses on how to achieve a desired end state, weighing community values alongside policy objectives to gain consensus on a direction for a community’s future. Typical Techniques used: • Multi-criteria assessment • Geospatial analysis • Population/employment projection • Community engagement and feedback • Charette/workshops What are the benefits? • Test policies and projects against desired outcomes. • Localized outcomes. • Key implementation and tracking tool. Sustainable Ways to Integrate Future Transportation (SWIFT) 15 Scenario Planning for the Central City District How are we using scenario planning in the CCD? • Develop land use place types and up to three scenarios. • Understand existing policy implications in the District and build out. • Identify locations of potential significant population/employment change. How will it be helpful? • Establish a, consensus built, unified vision for the District. • Inform policy recommendations. • Development of capital project recommendations. • Establish relationship/communication between District stakeholder groups to advance implementation. 16 Scenario Planning for the Central City District - Overview Process/Approach 1 Early Phase • Establishing Baseline • Defining Timeframe 5 10 15 2 Middle Phase 3 Wrap-Up Phase • • Technical analysis Engagement Check-ins • Understanding and brainstorm • Develop KPIs and Metrics future trends • Introduction to Community • Develop and Evaluate Scenarios • Iterate scenario outcomes with City/Stakeholders • • • • Identify a preferred Scenario Socialize preferred scenario with public Scenarios Memo Publication of findings Deliverables • ArcGIS Urban Model and Viewing Tool • Scenarios Memo 17 Scenario Planning for the Central City District – Process Early Phase • Establishing baseline • Defining timeframe • Understanding and brainstorm future trends • Introduction to community ACCD Milestones: • • Scenario planning kick-off workshop Phase 2 engagement meetings Access Butler Place Alternative Scenarios 18 Scenario Planning for the Central City District – Process Middle Phase • Technical analysis • Engagement check-ins • Develop KPIs and metrics • Develop and evaluate scenarios • Iterate scenario outcomes with City/stakeholders ACCD Milestones: • • Scenarios check-in workshop Phase 2/3 engagement meetings • Develop opportunities/ recommendations inventory • Early recommendations prioritization Access Butler Place Alternative Scenarios 19 Scenario Planning for the Central City District – Process Wrap-up Phase • Identify a preferred scenario • • • Socialize preferred scenario with public Scenarios memo Publication of findings ACCD Milestones: • Development of implementation plans • Development of viewing tool • Integrate into existing City ArcGIS Urban Model • • Finalize scenarios memo Socialize findings with stakeholders/public Access Butler Place Alternative Scenarios 20 Scenario Planning for the Central City District – Outcomes What it means to Austin • Establish a unified vision for the District (consensus driven with stakeholders) • • Test a variety of scenarios for economic robustness and applicability. Provide land use and policy guidance • Define future land use growth locations • Identify capital projects needed to facilitate development/growth scenarios • Develop metrics to gauge future implementation 21 Examples Walk Through St. Louis County 2050 - Comprehensive Plan • About • Countywide • Horizon year 2050 • Land use and mobility scenarios • Outcomes/Significance • Partnership creation and strengthening of dozens of municipal, county, and regional organizations Funding approval for detailed implementation projects • • Updated permit review process • Process • Data/Inputs • Metrics/KPIs • • Results? Iterations/Collaborations/Touchpoints with Client 22 Population Stagnation Since the 1970s, the region's population has plateaued. The St. Louis Region fell out of the top 20 largest metropolitan areas in the nation for the first time in 2017. The region's population has increased only 2%, on average, each decade since 1970. St. Louis County has mirrored regional trends, experiencing only 1% population growth, on average, each decade for the past 50 years. Population Trends in Selected Metro Regions 1900-1970 (left) vs. 1970-2020 (right) 23 Cost Burden of Infrastructure Despite population growth ceasing in 1970, we continued to build further west and south, constructing an expansive infrastructure system to support that physical development. This development pattern fiscally burdens today's County government. With a stagnant population, the County no longer has the resources to continue this development pattern and also maintain its quality services. Already established communities in inner North and South St. Louis County have been starved of resources as new single-family detached development crept west. 24 Jobs-Skills Mismatch St. Louis County is the economic engine of the State of Missouri, generating approximately 25% of the state's economic output. The County is the most critical employment center of the State, home to 17% of Missouri's jobs. However, St. Louis County's job mix does not match the skill level of its residents. More County workers possess middle- and high-level skills than available positions. Consequently, these workers may seek employment in neighboring counties, settle for jobs below their skill level within the County, or leave the region entirely. The gap between the number of low-skill jobs and the number of low-skill workers indicates people are coming into the County for work. This is closely related to the lack of attainable housing for low-skill workers near their places of employment. 25 Lack of Housing Diversity & Affordability Renters Don't Benefit From the Region's Relative Housing Affordability Over the last 20 years, the total number of cost-burdened households in the County has decreased. Cost-burden means that a household spends more than 30% of their household income on housing costs (rent/mortgage, utilities, insurance). However, there is a widening gap in the percentage of cost-burdened renter- occupied households compared to owner-occupied households. By spending a larger percentage of their income on housing costs, renters are less able to transition into homeownership, the primary wealth- building mechanism in the U.S. This also impairs the ability of renter-occupied households to locate in their preferred areas of the County. 26 Lack of Housing Diversity & Affordability Lack of Housing Diversity & Affordability Over the years, the County's housing stock has become less diverse and less affordable to residents. Restrictive zoning regulations that do not permit flexibility in housing types and the lack of infill redevelopment has led to a decline in the number of housing units in inner North and South County. New housing is typically located in the far reaches of the County, while the established, inner ring communities continue to see decline. These aspects of the County's housing supply create and exacerbate barriers for low-skill workers to comfortably live and work in St. Louis County. 27 Social & Environmental Vulnerability Collectively, These Concerns are Concentrated in Black Communities. Black residents in St. Louis County are 23 percent of the total population and are largely concentrated in North County, home to dozens of Black majority communities. Lower-income households, especially renters, are more vulnerable to negative health outcomes due to compounding factors like environmental hazards, lack of access to transportation, lack of economic opportunity, and limited access to healthy foods and healthcare. The CDC defines Social Vulnerability as the demographic factors (socioeconomic status, household characteristics, racial and ethnic minority status, and housing type and transportation) that adversely affect communities that encounter hazards and other community level stressors. The CDC's Social Vulnerability Index shows the concentrations of vulnerable communities in the County, which overlap with Black communities. 28 5 Key Issues 1 2 3 4 5 Population Stagnation Infrastructure Cost-Burden Jobs-Skills Mismatch Lack of Housing Diversity & Affordability Social & Environmental Vulnerability 29 Scenario Planning ▪ Policy – Planning – Scenario – Measure 30 5 POLICY THEMES 5 PLANNING AREAS 8 LAND USE SCENARIOS + COMMUNITY INPUT 221 METRICS 31 Scenarios 1 2 3 4 Smart Shrinking Tradeoffs Fruits of Our Labor Noah's Ark 2.0 Neo North County 5 6 7 8 Transit Oriented County Vision Zero Energy For All Unincorporated Only 32 Scenarios 33 ‘Transit-Oriented County’ Scenario Categorize by Planning Topic 22 Key Policy Recs Measures/ Metrics Categorize by Policy Themes Categorize by Key Issues 19 22 20 2 5 22 21 10 19 7 15 8 14 11 8 Economic Development Housing Land Use & Development Open Space & Environment Transportation Inclusive Economies Complete Communities Sustainable Infrastructure Responsible Growth Leading the Region Population Stagnation Jobs-Skills Mismatch Lack of Housing Diversity & Affordability Infrastructure Cost Burden Social & Environmental Vulnerability 34 5 Policy Themes Recommended policies are grouped into following themes 1 INCLUSIVE ECONOMIES 2 3 4 5 COMPLETE COMMUNITIES SUSTAINABLE INFRASTRUCTURE RESPONSIBLE GROWTH LEADING THE REGION • Infrastructure Improvement • Cooperative Housing • Worker owned Businesses • Mixed Use Development • Housing Affordability • Social Infrastructure • Parking Reform • Tree Canopy Coverage • Thorough Fare Plan • Infrastructure Fiscal Impact • Corridor Upzoning • Planning Dashboard • Job-Housing Balance • Regional Partner Coordination • Zoning & Land Reforms • Long Term Plan Alignment 35 Maximizing Policy Co-benefits Recommendations Span Multiple Key Planning Topics 1 INCLUSIVE ECONOMIES ED H LD 2 3 4 5 COMPLETE COMMUNITIES SUSTAINABLE INFRASTRUCTURE RESPONSIBLE GROWTH LEADING THE REGION TI LD H OS ED TI OS LD ED TI LD H ED Economic Development (ED) Housing (H) Land Development (LD) Transportation & Infrastructure (TI) Open Space & Environment (OS) 36 Thank You!