FINAL Seguin Downtown Plan July 18 2023 200 Med

Acknowledgments
The City of Seguin would like to thank the many individuals who contributed to the development of the Seguin Downtown Plan. Their input has been
critical to the development of this Plan. The City is particularly grateful to the Main Street Advisory Board, City Staff, and community members who
provided valuable insight and feedback about the future of Downtown Seguin.
City Council Main Street Advisory Board Consultant Team

Donna Dodgen, Mayor Gregg Woodall, Chair,
Joe Rea, District 1 & Mayor Pro Tem Natalie Jones, Vice-Chair
Sonia Mendez, District 2 Heath Anders
Jim Lievens, District 3 Fonda Mathis Freese and Nichols, Inc.
Chris Rangel, District 4 Beverly Isaiah-Bermudez Chance Sparks, Project Manager
Paul Gaytan, District 5 Wanda Rosales Alexis Garcia, Assistant Project Manager
Monica Carter, District 6 July Moreno Christopher Sison, Project Planner
Jason Biesenbach, District 7 Shelly Jackson Connor Roberts, Project Planner
Bill Keller, District 8 Ashley Hopper Shubhangi Rathor, Project Planner
Planning and Zoning Anna Moreno, Former Member
Commission City Staff

Troy DePalermo, Chairperson Steve Parker, City Manager
Patrick Felty, Vice Chairperson Rick Cortes, Deputy City Manager
Bobby Jones III Kyle Kramm, Main Street and Convention ASH+LIME TXP, Inc.
and Visitors Bureau Director and Historic
Kelly Schievelbein Rik Adamski, President Travis James, Vice
Preservation Officer
Moira Albanese, President
Eddie Davila, Jr. Blaire Friar, Main Street and Convention and
ASH+LIME Project
Steven Berger Visitors Bureau Assistant Director
Manager
Joseph Pedigo Christy Hopper, Main Street Program Assistant
Linda Chan, Planner
Krista Moreno Myra Salinas, Tourism Assistant
Sterling Illustrations
Sterling Morris, C.E.O.
aCKnowleDGMenTs 3
4 CITY OF SEGUIN | DOWNTOWN PLAN
Table of Contents
Downtown Snapshot............................................................................. 7
Vision and Goals................................................................................. 45
Downtown Master Plan....................................................................... 57
Implementation................................................................................... 91
Table of Contents 5
DOWNTOWN
SNAPSHOT
Downtown Snapshot
The purpose of this Downtown Plan is to establish a clear vision and
create a road map for the future development of Downtown Seguin.
It offers strategies and tools to plan for future capital improvements,
activate public spaces, enhance the pedestrian experience, and create an
overall sense of place. This plan was developed through a comprehensive
process that considered the existing physical conditions and market
realities while also incorporating the community’s desires for Downtown.
This approach resulted in a realistic vision for the future, supported
by implementable strategies, policies, and programs to continue the
revitalization of Downtown Seguin.
The Downtown Plan complements the Comprehensive Plan and works

in concert to create a detailed picture of the City’s future development.
Although this plan focuses on the Downtown area, the two work together
to reinforce each other’s initiatives and improve the overall quality of life.
8 CITY of seGUIn | DownTown plan

Map 2. Downtown Study Area Boundary
Downtown Area
The Downtown area encompasses a 30-block
boundary that represents the walkable core
of the City. This core is occupied by mixed
uses, a relatively high percentage of building
coverage, and generally-consistent pedestrian
infrastructure.
It is worth noting that there are various key

assets and opportunities just outside this area,
including the Seguin Public Library, the Texas
A&M AgriLife Extension, the Silver Center,
Heritage Village, St. James Catholic Church,
and vacant properties with development
potential.
The Downtown boundary is intended to guide

development efforts within the Downtown area.
As areas in the periphery of Downtown continue
to develop in a cohesive, walkable manner, the
boundary will likely expand.
Downtown Study Area Boundary Scale: N.T.S.
Downtown Snapshot 9
Previous Planning Efforts
The City of Seguin has not had a plan focused on Downtown since the 1979 Downtown Revitalization Plan. Since then, there have been a number of
planning efforts that have helped to set the foundation for this Downtown Plan.
Comprehensive Master Plan (2008) Seguin Branding Exercise (2016)

The Downtown Revitalization subchapter of the 2008 Seguin This branding exercise found that Seguin had a number of assets,
Comprehensive Master Plan focuses heavily on the pedestrian realm and including its industrious population and its relationship with the
creating image and policy districts in and around the Downtown area. Guadalupe River. Obstacles identified in the plan include challenging
Recommendations in the plan include creating a single-grade shared race relations, perceptions of crime, and competing municipalities such
street connecting E. Nolte Street and W. Donegan Street through the as New Braunfels. The primary purpose of the exercise was to engage
square, providing connections between Downtown and IH 10, adding the community and create a sense of place in Downtown. The resulting
signage and wayfinding throughout Downtown, and reintroducing a tagline, “It’s real.” emphasizes Seguin’s authenticity.
trolley system.
2-Year Strategic Plan (2017)
22. Downtown Pedestrian Mall Rendering
The 2-Year Strategic Plan focuses on Downtown development in six

categories:
1. Support financial incentives for Downtown

2. Create a vacant building registry
3. Implement a Downtown thoroughfare plan
4. Increase pedestrian safety
5. Grow Downtown events
6. Invest in public facilities
Other goals that touch Downtown include improving community
aesthetics by creating wayfinding programs, clearing trash and blight,
developing City gateways, and implementing beautification plans.
Historic Resources Survey Report (2019)

The Historic Resources Survey Report concluded that 22 percent of
the resources surveyed had a “high” preservation priority. Thirty-
five resources were recommended as local landmarks, with increased
 Downtown Pedestrian
FOR THE FUTURE, FOR THE Mall Rendering (MESA Design Group)
PEOPLE
consideration for expanding the historic district.

Downtown Parking Survey (2019) Parks, Recreation, Open Space and Trails Master
According to this survey, the number of parking spaces was adequate Plan (2020)
for current and foreseeable needs, but information and wayfinding on
these spaces were deficient. There was also interest in revisiting the While the Trails Master Plan focused on areas outside of Downtown,
one-way streets implemented in the 1990s for parking and traffic flow. some elements connect Downtown with the goals in the plan. For
This feedback suggests a need to evaluate the existing street layout example, Walnut Springs Trail Extension provides pedestrian and bicycle
and explore potential changes that may improve accessibility and traffic connection to many key assets that would normally be outside the
circulation. walkable area Downtown, which can prompt rethinking of connections to
places such as Texas Lutheran University (TLU).
Seguin Main Street Transformational Strategy Other elements include using outdoor space and activities as economic
(2019-2021) development strategies, using trails to connect assets, and creating
a Downtown destination for regional park guests. Recommendations
The Main Street Advisory Board and City staff focused this document on relevant to the Downtown Plan include playground, shade structures,
two Primary Transformational Strategies: multigenerational activities, and restrooms. Outside of a restrooms, this
plan only suggests modest investments in Central Park, Walnut Springs
1. Downtown Seguin is a destination for locals Park, and the Rose Garden.
2. Downtown Seguin offers an opportunity for entrepreneurs of all types
To achieve these goals, the document provided a number of actionable

items, including constructing public restrooms; developing a vacant
building ordinance; strengthening Downtown design guidelines; creating
a Downtown investment guide; establishing an incentive program; and
developing a sidewalk display ordinance.
5-Year Street Capital Improvement Plan and

Street Maintenance Plan (2020)
The Capital Improvement Plan (CIP) and Street Maintenance Plan
identified that the highest priority streets were outside Downtown. Street
recommendations near Downtown included the 0.7-mile corridor of N.
Milam Street between E. Kingsbury Street and E. Mountain Street and the
0.9-mile corridor on E. College Street (from N. Austin Street to N. King
Street). Central Park Fountain and Historical Marker
Downtown Snapshot 11
Outreach and Engagement
The local residents who invest their time, energy,
and money in the community are experts in
Seguin. For that reason, impactful, responsive
plans cannot be done without thorough outreach
and engagement. This includes proactively
reaching out to a variety of communities that
may be underrepresented in Downtown. The
comprehensive engagement process included
many events, such as:
Phone and in-person interviews of

approximately ten key individuals
In-person conversations with the general
public during the Christmas Parade
(December 2, 2021) and Sip ‘n Stroll
(December 3, 2021) events
In-person small group interviews with Downtown Plan Interactive Boards at Holiday Stroll Main Street Advisory Board Presentation
approximately ten individuals specific to
Downtown Seguin
Several small group interviews as part of
the Comprehensive Plan
Broad circulation of the online survey and
interactive map
Engagement of Texas Main Street
managers during their retreat in Seguin
(September 15-17, 2021)
Meetings with the Main Street Advisory
Board
Discussion with Downtown Business
Alliance
Community Open House and focus group
discussions
The feedback yielded during this process was
essential to creating the vision and strategies
Downtown Stakeholder Interviews Downtown Focus Group at Community Open House
developed in this plan.

Groups and Organizations
A number of groups and organizations support Downtown Seguin’s success and vibrancy. Maximizing the effectiveness of these organizations is key to
having a successful Downtown. One key asset in Downtown is the integrated Main Street and Convention and Visitors Bureau (CVB) staff. This four-
person staff has intimate knowledge of Downtown and serves as both the coordinating entity for Downtown events and initiatives, and the liaison
between the Downtown community and the City. Other entities leveraged to support Downtown Seguin include:
Downtown Business Alliance of Seguin (DBA) Seguin Area Chamber of Commerce

The DBA website lists 64 member entities, including food services, retail, The Seguin Area Chamber of Commerce serves as a central database
personal services, offices, and not-for-profits. This membership indicates of businesses and hosts various networking events. In addition, the
strong participation from Downtown businesses. Entities host various Chamber offers well-attended business training—a role that overlaps with
events in Downtown Seguin, including the monthly Third Thursday the SEDC.
events. While the DBA has been instrumental in planning events for
Downtown, some members have reported a lack of a well-defined
mission, clear goals, objectives, or metrics.
Small Business Development Center (SBDC)
SBDCs are federally-funded entities that provide a range of services to
Seguin Economic Development Corporation (SEDC) local businesses. Examples include creating business plans, supporting
access to capital, marketing support, and strategic planning. The SPARK
As a Type-A Economic Development Corporation (EDC), the SEDC is Small Business Center, located in New Braunfels, previously provided
limited in its ability to make quality of life related investments. Despite weekly support to Seguin businesses. However, the SEDC no longer
these constraints, it has actively supported Downtown by providing loans provides funding to the center due to Type-A EDC regulations. Since the
for small businesses and investing in infrastructure improvements. COVID-19 pandemic, many local businesses have turned to the remote
services of the UTSA SBDC in San Antonio.
Downtown Business Alliance Presentation
Physical Framework
When examining a place, it is important to look at it through a variety of frameworks. The physical framework evaluates Downtown buildings, points of
interest, physical features, and how people and automobiles move around the space.
Urban Building Form Map 3. Urban Building Form
In a downtown area, it is ideal to have consistent building coverage,

with few gaps in the urban fabric. This consistency is of particularly high
importance on major commercial streets and adjacent to significant
public areas. In addition, downtown areas should have minimal
setbacks between sidewalks and buildings. These standards ensure that
pedestrians in Downtown will have a strong interaction with adjacent
buildings while using the sidewalk, maximizing the number of potential
activities within the core area.
Block coverage is most present in the three blocks along Austin Street
from Nolte to Gonzales. These blocks are either across the street, or
“catty-cornered,” from the core public space blocks. Several frontages
contain consistent coverage on both sides of the street, while others are
spotty on one or both sides.
It should be noted that having consistent buildings in Downtown alone is

not sufficient to support an engaging corridor. As walkability expert Jeff
Speck points out, urban streets should be:
Useful: There must be a reason to walk (e.g., destinations within

walking distance).
Central
Safe: It must be safe and feel safe for pedestrians. Park
Comfortable: City streets must be well-enclosed for pedestrian

comfort.
Interesting: Sidewalks should be lined by attractive buildings with
engaging activities.
Buildings N

Historic Properties Map 4. Historic Properties
Seguin was founded in 1838, the same year as the Texas Republic.
It boasts one of the most intact historic downtowns in the state and
has strong historic assets that go far beyond the Downtown core. It is
particularly noted for its concentration of historic concrete buildings.
The Seguin Commercial Historic District has been listed in the National
Register of Historic Places since 1983, with 70 buildings at the time. A
2003 expansion of the district increased that number to 78. There is
currently a historic building assessment that is updating the appraisal.
The Seguin Conservation Society is active in the area and maintains a

small historic village in the southeast of Downtown. This village is unusual
because it is in (or at least near) the walkable Downtown core, and is
integrated into the regular block structure of the City.
Seguin maintains several historic preservation policies. Most notably,

Seguin Main Street serves as a central coordination point for a low-
interest loan program, a five-year local tax abatement on improvements,
the waiver of most permit fees, and access to state and federal tax credits
for preservation. In addition, Seguin’s membership in the Texas Main
Street Program gives property owners access to free architectural design
assistance.
Central
Park
High Preservation Priority
Medium Preservation Priority
Low Preservation Priority N
Roadway Framework and Transportation Map 5. Roadway Framework and Transportation
While Downtown Seguin is generally walkable, there are limited bicycle

and transit amenities in the district. Connect Seguin, provided by Alamo
Regional Transit (ART), is the sole fixed-route transit system in the City.
While Connect Seguin provides access to significant uses throughout the
town (e.g., Texas Lutheran University, the Guadalupe Regional Medical
Center, ZDT’s amusement park, and shopping centers), it only runs from
Downtown hourly between 7 a.m. and 5 p.m. Additionally, Connect
Seguin does not provide service to surrounding cities.
Austin Street, or SH 123, runs north to south and is considered the

primary corridor in Downtown Seguin. The secondary corridor is Court
Street or US Alt. 90, which runs west to east. Both thoroughfares are
maintained and controlled by the Texas Department of Transportation
(TxDOT), even though Court Street is part of the US Federal Highway
System. Consequently, the City of Seguin cannot improve or change
its most significant Downtown thoroughfares without coordination with
TxDOT.
The one-way streets developed in the 1990s were intended to solve

parking and traffic flow issues. The lack of directional signage has
caused individuals to drive the wrong way on these one-way streets and
opened them up to faster than appropriate speeds. In addition, these
one-way streets limit the visibility of Downtown businesses to passersby,
as vehicles are less likely to circulate past certain blocks. The current Central
circulation pattern is a “partial” one-way system, which does little to Park
improve traffic flow.
Downtown Approach
Downtown Streets
One Way Street N

Parking Map 6. Parking
In Downtown Seguin, like other well-occupied downtowns, many people

perceive parking to be in short supply. Truthfully, it is accurate to say that
people can rarely park immediately in front of their intended destination,
particularly in downtown cores. Downtown Seguin provides a large
amount of parking—even if people need to walk a block or two to their
destination. The 2019 Downtown Parking Survey identified 475 parallel
and diagonal spaces in addition to the 200-space Courthouse Parking
Garage and numerous surface lots.
Managing existing parking begins with managing expectations. Visitors

must understand that they may need to walk to their destinations, and
business owners and employees should use remote spaces to leave prime
parking for customers when possible.
Parking challenges in Downtown include:
Poor utilization of the Courthouse Garage

All-day occupation of prime spaces by business owners, employees,
courthouse users, etc.
Overly strict enforcement—the City has a parking enforcement
official, and substantial strict enforcement can frustrate customers
Reserved or private parking that is empty at consistent hours but
not available for use (e.g., bank parking)
Lack of wayfinding to guide people to available spaces Central
Park
No enforcement staff on evenings or weekends

Nearby parking is not within people’s mental map of Downtown
Seguin
Public Parking
Private/Reserved Parking
Structured Parking N
Destinations and Linkages Map 7. Destinations and Linkages
Downtowns are often seen as the focal point of activity. While Downtown
Seguin has many attractions, there is little connection between
Downtown and other local or regional destinations.
Two scales of connections should be considered: between the Downtown

core and the Downtown periphery, and between Downtown and other
amenities in the City. For example, the Stephen and Mary Birch Texas
Theatre is on the fringes of Downtown, more than four blocks north
of the Old Courthouse. While this is about a five-minute walk for most
pedestrians, various gaps in the street fabric make the walk an unlikely
choice. The Silver Center to the east of the study area is a similar
distance, but the auto-oriented design makes walking impractical.
Other amenities are not within walking range and would need to be
accessed by automobile, bus, or bicycle. A notable example is Texas
Lutheran University. Located about a mile from Downtown Seguin,
the university could be well-connected through alternative modes of
transportation.
Renovations to the hike and bike trail at Walnut Springs will provide
a much-needed link to city-wide
amenities. When completed, cyclists Arts and Culture
and pedestrians will have access from
Downtown Seguin to the broader Destination Business
trail system, including connections
to Riverfront Park, the Guadalupe Government
River, Starke Park, Park West, and
other amenities. This renovation will Parks and Public Spaces
enable non-motorized access between
Texas Lutheran University
Downtown and other parts of the City,
expanding the Downtown experience Walnut Springs Trail
to many users.
Seguin Trail Master Plan N

Ground Floor Uses Map 8. Ground Floor Uses
Several ground-floor uses have been identified within the study

area. In general, more active uses tend to be best suited for ground-
floor storefronts in a downtown core, whereas more passive uses are
appropriate for upper stories and peripheral buildings. Active uses draw
the attention of passersby, host large numbers of visitors, and support
overall Downtown vibrancy.
Dining, entertainment, retail, shopping, and personal service uses such

as salons and barber shops tend to be classified as active. Professional
offices, medical offices, government buildings, and religious institutions
tend to be more passive. These classifications are not permanently fixed.
For example, a coworking space can be highly active, and a religious
organization can double as a high-volume space with weekly events.
Downtown Seguin’s pockets of

vibrancy are consistent with these Dining and Entertainment
broad observations. The eastern and Retail and Shopping
southern sides of Central Park tend to
be passive at almost all times of the Professional Office
day, while the western side tends to City/County/Federal
be substantially more lively with an
assortment of active uses. Personal Service
Residential
Storage/Parking Garage Central

Park
Religious Institution
Medical Office/Pharmacy
Automotive Service
Vacant
Downtown Study Area Boundary N
Scale: N.T.S.
Publicly and Institutionally Owned Land Map 9. Public and Institutional Ownership
ELM ST
A substantial amount of land in and near Downtown Seguin is owned by
the City, County, and religious institutions. Guadalupe County is a major
landowner in the western part of Downtown and outskirts of the study
area. Properties owned by the County include the 555,300-square- foot
W IRELAND ST E IRELAND ST
Guadalupe County Justice Center, an adjacent parking garage, and
VERA CRUZ
several smaller buildings. The County is taking action to relocate its
operations from Downtown, which can offer large-scale redevelopment W MOSHEIM E MOSHEIM
ST ST
opportunities in key blocks within the district. In contrast, land owned by
N AUSTIN ST
N MILAM ST
N RIVER ST
TAMPICO ST
the City is not anticipated to redevelop and includes Central Park, City
Hall, and several smaller buildings. W WALNUT ST E WALNUT ST
N ERSKINE ST
N TRAVIS ST
N CAMP ST
Two religious institutions have significant footprints within Downtown.
La Trinidad United Methodist Church is located northeast of the study
W MOUNTAIN ST
N CROCKETT
E MOUNTAIN ST
area, and St. Andrew’s Episcopal Church is located internal to the district. La Trinidad
St. Andrew’s ownership amounts to nearly two blocks, including several United
Methodist
N BOW IE ST
historic structures and an informal public gathering space. St. Andrew’s Church
W GONZALES ST E GONZALES ST
has expressed interest in developing a public garden on their property to
serve as an additional gathering space.
W COURT ST E COURT ST
S ERSKINE ST
S TRAVIS ST
PV
T TR
S PR L I N W A
ING S P LNU W DONEGAN ST E DONEGAN ST
A
RK T
PV
TR Central
T
PR L - Park
S
IN
WA
GT
W NOLTE ST
S CROCKETT
LN
S AUSTIN ST
R
E NOLTE ST
S RIVER ST
S CAMP ST
IL U
A
St.
S MILAM ST
Andrew's
City Owned Land Episcopal
Church
School Owned Land W WASHINGTON ST E WASHINGTON ST
Religious Institution Owned Land
County Owned Land W LIVE OAK ST E LIVE OAK ST

N

Vacant Properties Map 10. Vacant Properties
Seguin’s Downtown core contains few vacant parcels; however, there

are some opportunities on the periphery. One critical vacancy is in the
largely-residential southeastern part of the district, including a seating
area and future garden owned by St. Andrew’s Episcopal Church.
Likewise, two vacancies on the east side of Austin Street have the
potential to improve connectivity to the northern end of the district.
While these vacancies are minimal, they represent an opportunity to

bring new activities and uses to the district, either temporarily (through
public space activation and programming), or long-term (through new
development).
Central
Park
Vacant Parcel N
Ease of Assembly
Much of Downtown Seguin is owned by a modest number of private and institutional landowners. Single-block ownership can create challenges,
particularly when owners underdevelop or underinvest in their properties. However, land assembly and redevelopment opportunities are still viable.
The following blocks are identified as single-owner blocks in Downtown Seguin.
Block 1: First United Bank Block 3: Auto-Oriented Commercial

Occupied by First United Bank, this block houses a two- to three-story This block contains a one-story, 17,134 square-foot commercial building
building with blank walls and dark windows that face the public realm. shared between two tenants. Most of the block is reserved for parking,
Parking and drive-through banking occupy about half of the block. In with a setback in front. The parking-oriented nature of this block serves as
addition, the bank owns the western half of the block to the east of an obstacle to walkability; once redeveloped, it may support expansion
Austin Street, which is used for parking. If combined, there is a prime of Downtown.
opportunity to redevelop the block-and-a-half with a larger building using
more engaging facades. Redeveloping the parking lot on the east side Block 4: Guadalupe County
of Austin Street will assist in mending the gap in walkability between the
Downtown core and northern blocks. This block houses the courthouse and offices of Guadalupe County,
serving as its headquarters. The County has expressed consideration
Block 2: City of Seguin of moving operations outside of Downtown Seguin. Relocation of
Guadalupe County operations serves as a threat to Downtown; County
This block includes Seguin’s City Hall and the Seguin Public Works staff and visitors provide business for Downtown residents and attract
Building; a parking lot occupies most of it. The City Hall and Public Works related offices, including attorneys and title companies. However,
buildings are considered high- and medium-priority historical buildings, relocation may also open opportunities to redevelop a large Downtown
respectively. These designations make the block a poor candidate for block.
comprehensive redevelopment. However, the parking lot provides ample
public gathering space and development opportunities. Block 5: Old Courthouse
This block is not a redevelopment opportunity, as the courthouse is a
significant historical asset and visual cue.

Block 6: Central Park Map 11. Ease of Assembly
This block should remain the integral public space in Downtown, and,
therefore, should not be subject to large-scale, permanent development.
However, there may be opportunities to introduce micro-retail or
businesses on-site as a pedestrian activation strategy.
Block 7: Wells Fargo Bank

The facade offers some visual interest alongside Central Park, but the
blank windows undermine this interest. In addition, the design of the
building (including a lack of many doors) creates challenges to hosting
additional smaller businesses. Wells Fargo is considering leaving this two-
story, 25,000-square-foot building, providing an opportunity for future
redevelopment or adaptive reuse of the site. While the parking and drive-
through banking in the rear portion could be a development opportunity,
it currently serves as Palace Theatre parking. 1 2
Block 8: St. Andrew’s Episcopal Church 3

St. Andrew’s owns multiple buildings on this block. Built in 1876, the
church is one of the highest-priority historic buildings in the City; the
freestanding tower is one of the most notable structures in Downtown 4 5
Seguin. The church is considering adding shared parking accessible to all
Downtown users and a community garden.
6
7 8
Blocks with 1 Property Owner
Blocks with 2 Property Owners
Blocks with 3+ Property Owners N
Land Values Map 12. Land Values
Land values in Downtown Seguin are highest in the core with lower
property values moving away from the central core of the study area. As
discussed in this plan, cheaper properties provide more opportunities
for creative reuse but are located beyond the more-navigable core
of Downtown. In other words, there are opportunities to grow and
redevelop unique uses across all blocks.
Central
Park
$10 per S.F. or Less
$10 to $25 per S.F.
$25 to $50 per S.F.
$50 to $100 per S.F.
$100 per S.F. or Greater N

Public and Outdoor Space Map 13. Public and Outdoor Spaces
Central Park is the primary public space in the heart of Downtown Seguin.
The park includes a historic gazebo, a statue, and a large fountain.
Pathways throughout the park form a star pattern, defining a sense of
formality. While this pattern creates a strong visual effect, it limits the
potential for gatherings or activations of significant size. Similarly, the
limited seating, lack of natural play areas for children, and non-interactive
fountain contribute to the passive experience of the park, rather than an
active space used to linger or recreate.
There is a widespread consensus that Central Park is a significant asset

for Downtown; however, there are differing opinions about how it should
function. Many stakeholders and visitors value the current, formal design
of the park, while others would prefer a redesign to support more
flexibility.
Outside of Central Park, public space is limited within the study area.
The Memorial Rose Garden represents a notable small-scale exception,
serving as the gateway to Walnut Springs Park and the trail system. There
is a lack of outdoor seating district-wide, with few public benches, no
outdoor restaurant seating, and a lack of parklets or similar micro-parks
noted.
Outdoor Spaces N
Public Art Map 14. Public Art
There are several notable works of public art in Downtown Seguin,

including:
The World’s Largest Pecan Statue, located at the Guadalupe

County Courthouse
Stagecoach Mural, located at 114 S. Austin Street
Ranger Mural, located at 301 N. Austin Street
Juan Seguin Statue, located in Central Park
Bird Sanctuary Statutes, located in Walnut Springs Park at
317 W. Court Street
There are current initiatives to increase the presence of public art

Downtown. For example, the Seguin Squirrel Trail, a public art program
launched in August of 2021, is an initiative of the Seguin Commission
on the Arts. This initiative functions similar to other branded public
art programs in towns and cities throughout Texas and the U.S. Each
unique painted squirrel can be created at a sponsorship cost of $2,500.
Regionally, this initiative is similar to the painted mermaids in San Marcos,
Texas.
The Seguin Commission of the Arts supports local public art programs
and is currently working on expanding. This expansion is a resource that
can be leveraged on both a private scale (e.g., window and business
displays) or for public art. Opportunities for potential mural sites include: Central
Park
Bank of America Alley, located on the Bank of America or Edward

Jones buildings
Municipal Annex Building, located at 211 North River Street
Guadalupe County Courthouse, located on the Donegan Street side
Guadalupe County Maintenance
Building, located on the Travis
Public Art N
Street side

Walkability Map 15. Walkability
Walkability is the keystone of a booming downtown that thrives on

pedestrian movement rather than vehicular traffic. Three fundamental
elements related to pedestrian infrastructure are sidewalks or trails,
intersections, and crosswalks. These elements directly influence the
perceived safety and comfort of Downtown. When these elements are
jeopardized or defective, walkability, and therefore Downtown, may be
compromised.
The core of Downtown Seguin has consistent sidewalk coverage. The

periphery, however, features some critical gaps. One such gap is along
Crockett Street, an avenue with substantial opportunity limited by
inadequate sidewalk infrastructure. Other examples include parts of the
Heritage Village, specifically along Crockett Street south of Live Oak Street.
The poor intersection conditions are particularly problematic due to their

central locations. Court Street, owned by TxDOT, has multiple insufficient
intersections. These deficiencies compromise the feelings of safety and
comfort when crossing the street and therefore impact walkability.
Many sidewalks Downtown have little or no buffer zones, which would

typically contain street trees and furniture that separate pedestrians from
vehicles. Higher levels of walkability require a larger pedestrian zone,
which would entail an assessment of
the existing street right-of-way widths.
Signalized Intersection Central
Park
Problematic Intersection
Walnut Springs Trail
Sidewalk
Crosswalk
Seguin Parks N
Evening Activity Map 16. Evening Activity
A large number of individuals called for improved evening activities as a

major improvement needed for Downtown. Currently, there are various
activities ranging from late afternoon to early evening. Some of the most
notable food service establishments close by mid-afternoon. This includes
Burnt Bean, Court Street Coffee House, Seguin Nutrition, and Amy’s &
Cathy’s.
While these uses provide some level of nighttime activity, they are
scattered throughout Downtown; most are not clearly visible at night
from the core blocks. For this reason, Downtown itself is not an evening
destination, which makes it hard for evening-oriented businesses to open
Downtown, or to expand their hours. The isolation of the two theatres—
particularly the Stephen and Mary Birch Texas Theatre—contribute to this.
Dark storefronts and general lack of evening lights are a major element of
this problem. While the well-lit Central Park provides a delightful respite in
the evening, most of Downtown is dark in the evenings. While few people
express concerns about violent crime in Downtown, the darkness creates
a feeling of desolation. Seguin Art League, with well-lit windows featuring
local art, is a notable exception.
Central
Park
Good Lighting Along Storefront
Some Lighting Along Storefront
Poor or No Lighting Along Storefront N

Market Analysis
The purpose of this section of the report is to review key economic indicators for Downtown that describe the current situation. The combination
of data analysis, market trends, stakeholder input, and successful strategies from other communities helped identity future economic development
opportunities for Downtown over the next 5 to 10 years.
Given the relatively small size of Downtown, TXP, Inc., the firm conducting the analysis, relied on datasets that cover a larger area than the core
Downtown area. Therefore, some of the data presented in this section is at the census block group level. Downtown Seguin is slightly larger than
Census Tracts 2103 Block Groups 4 and 5.
Regional Context Map 17. Downtown Census Block Groups
Located approximately 30 miles northeast of San Antonio and within a

one-hour drive of Austin, Seguin is the county seat of Guadalupe County.
Downtown Seguin still serves as the traditional economic and cultural hub CT 2103 BG 5
of the community. The area around the Courthouse and Central Park is
home to approximately 125 businesses and public sector organizations
employing over 1,000 workers. Beyond these full-time workers, dozens of
Downtown events throughout the year attract over 30,000 attendees. The
success of local businesses such as Seguin Brewing Company, Burnt Bean
Co., and Seguin Coffee Company is indicative of the appeal to residents
throughout Seguin and Guadalupe County.
While Seguin has built a strong economic development reputation

around industrial firms such as Caterpillar, CMC Steel Texas, and Vitesco
Technologies, Downtown and Main Street have also been a focus for
years. Property and sales tax revenues in Downtown, for example, have CT 2103 BG 4
significantly increased since 2017. The rapid growth of Central Texas
between Austin and San Antonio creates a unique opportunity for the
community to continue the momentum and build upon the critical mass
of new residents.
Figure 3. Median Age
Population
Downtown Area
Since 2010, the City of Seguin has grown 17.4 percent while adding Downtown City of
Year CT 2103 CT 2103
nearly 4,500 new residents. The 2020 population estimate for Seguin Study Area Seguin
was 30,165 residents. Over this same period, Guadalupe County added BG 4 BG 5
approximately 38,000 new residents, a 28.7 percent growth rate. Seguin 2020 41.1 45.9 35.9 37.0
currently accounts for 17.7 percent of countywide population, down from Source: U.S. Census Bureau 2020: ACS 5-Year Estimates
nearly 20.0 percent in 2010. Currently, 1,450 people live in the greater
Downtown area. Over the next five years, Downtown’s population is Figure 4. 2021 Income Characteristics
projected to remain relatively constant, absent new residential projects
that would increase the housing supply. Downtown Area
Downtown City of
Characteristic CT 2103 CT 2103
The median age of Downtown area residents is higher than the City Study Area Seguin
BG 4 BG 5
of Seguin and Guadalupe County. Typically, older residents have more
financial resources than younger citizens, which can be leveraged to Median Household
$38,630 $50,250 $51,697 $79,589
support a variety of retail stores and restaurants. However, an older Income
demographic might not be as interested in entertainment venues that Average Household
$62,412 $47,835 $68,491 $94,085
cater to a younger audience, such as students who attend Texas Lutheran Income
University. Per Capita Income $22,472 $17,938 $24,519 $32,635
In 2021, the median household income for City of Seguin residents was Source: ESRI 2021/2026 Demographic
$51,697 versus $79,589 for Guadalupe County residents. By 2026, both
median household income and average household income are projected
to increase by 10.0 percent. Within Downtown, most income statistics
are below the citywide figure. The household income statistics do have a
direct impact on the types of retail and entertainment options that will be
attracted to this area of Seguin. However, Downtown’s ability to attract
regional visitors, in addition to Seguin residents, can mitigate lower
income levels.

According to the 2020 American Community Survey 5-Year Estimate, Figure 5. Year Housing Structures Built as Percent of Total
there are currently 700 housing units in the larger Downtown area. About
70.0 percent of the occupied units are renter-occupied and 30.0 percent Downtown Area
City of
are owner-occupied. According to the U.S. Census Bureau, 40 new Year CT 2103 CT 2103 Downtown
Seguin
housing units have been built in Downtown over the last decade. (Note: BG 4 BG 5
U.S. Census Bureau American Community Survey 5-Year Estimates can
Built 2014 or later 12.2% 0.0% 5.8% 8.0%
fluctuate from year to year and have a higher margin of error.) The key
finding is that while some commercial buildings have been renovated or Built 2010 to 2013 0.0% 0.0% 0.0% 5.0%
redeveloped, there has been limited residential activity. Figure 5 depicts Built 2000 to 2009 0.0% 0.0% 0.0% 10.1%
the age of properties in Downtown versus Seguin. Built 1990 to 1999 0.0% 25.7% 13.6% 11.7%
The limited amount of new Downtown housing built over the past Built 1980 to 1989 8.9% 0.0% 4.2% 15.3%
decade combined with lower incomes indicates there might not be Built 1970 to 1979 0.0% 4.4% 2.3% 14.6%
sufficient demand to justify building new housing in this area. However,
Built 1960 to 1969 19.6% 8.7% 13.9% 10.7%
opportunities do exist on the second floor of some Downtown buildings
as well as smaller-scale infill sites in the areas surrounding the core of Built 1950 to 1959 19.3% 41.8% 31.2% 12.7%
Downtown. The challenge going forward is to generate demand for new Built 1940 to 1949 0.0% 5.7% 3.0% 4.7%
and renovated housing at a price residents can afford while minimizing
Built 1939 or earlier 40.1% 13.7% 26.1% 7.2%
the financial risk to residential developers. While Seguin will not attract
the dense multi-story mixed-use projects found in the urban core in Source: U.S. Census Bureau 2020: ACS 5-Year Estimates
larger Texas cities, adding 25 to 50 new residential units in the larger
Downtown area is achievable. A review of demographic forecasts from
both ESRI and the Alamo Area Council of Governments predicts a flat
population over the next few decades. While this is not a concern, given
the area is historic and nearly fully developed, the City will need to
continue proactive incentive programs (e.g., fire suppression upgrades) to
encourage development.
Figure 6. Jobs by NAICS Industry Sector (2019)
Sector Downtown City of Seguin

Agriculture, Forestry, Fishing
3 0.3% 30 0.2%
and Hunting
Employment Mining, Quarrying, and Oil and
0 0.0% 48 0.3%
Gas Extraction
Consistent with population trends, employment at Downtown businesses
Utilities 0 0.0% 212 1.4%
has grown slowly but steadily over the past decade. Since 2015, Downtown-
based business employment has expanded 14.5 percent. The largest Construction 104 8.9% 562 3.6%
employment sectors in the Downtown area are Retail Trade, Professional Manufacturing 41 3.5% 4,128 26.3%
Services, and the Public Sector. Total employment at businesses located
Wholesale Trade 30 2.6% 396 2.5%
in the Downtown area is about 1,200 workers. Employment statistics can
be somewhat misleading; a firm located in Downtown might have satellite Retail Trade 175 14.9% 1,823 11.6%
locations and employees can be spread out within a community, but all Transportation and
1 0.1% 129 0.8%
employees are counted at the headquarters location (e.g., school district Warehousing
central office). Information 17 1.4% 87 0.6%
Given the relatively small number of households in Downtown, it is not Finance and Insurance 87 7.4% 231 1.5%
surprising that very few Downtown workers live in the immediate area. In
Real Estate and Rental and
2019, 99.3 percent of workers commuted to Downtown to work each day. 3 0.3% 147 0.9%
Leasing
Over 56.5 percent of these Downtown workers drive more than 10 miles to
get to their places of employment. In addition, there appears to be enough Professional, Scientific, and
107 9.1% 293 1.9%
special events, retail, and dining that entice families to return throughout the Technical Services
week. Management of Companies
0 0.0% 34 0.2%
and Enterprises
Overall, Downtown Seguin has a sustainable mix of businesses. The area is
disproportionately high in public sector and professional services, but this is Administration & Support 22 1.9% 846 5.4%
not surprising given the size of Seguin. The closing of the Park Plaza Hotel a Educational Services 12 1.0% 1,865 11.9%
few years ago reduced the level of economic activity within Downtown.
Health Care and Social
132 11.2% 2,336 14.9%
Figure 7. Downtown Seguin Inflow/Outflow Job Counts (2019) Assistance
Arts, Entertainment, and
Workers Count Share 1 0.1% 161 1.0%
Recreation
Employed in Downtown 1,175 100.0%
Accommodation and Food
Employed in Downtown but Living Outside 1,167 99.3% 98 8.3% 1,384 8.8%
Services
Employed and Living in Downtown 8 0.7% Other Services 61 5.2% 363 2.3%
Living in Downtown 626 100.0% Public Administration 281 23.9% 622 4.0%
Living in Downtown but Employed Outside 618 98.7% Total 1,175 100.0% 15,697 100.0%
Living and Employed in Downtown 8 1.3% Source: U.S. Census Bureau OnTheMap LEHD
Source: U.S. Census Bureau OnTheMap LEHD

Downtown Study Area Businesses Characteristics Map 18. Downtown Seguin Businesses
For this assessment, a database of current businesses located in

Downtown was acquired from Data Axle – a leading provider of business
and consumer data across the United States and Canada. This dataset
was used to not only validate the U.S. Census data, but to provide
detailed information not found for small areas in public datasets.
According to this dataset, there are about 120 businesses and

organizations located within the smaller Downtown Study Area. The
majority of businesses are clustered along Court and Austin Streets.
Nearly 90.4 percent of the firms would be classified as small businesses
having less than 10 employees. The physical footprint of most historic
buildings throughout small towns in Texas limits the employment size of
the tenant leasing space.
Figure 8. Downtown Private Sector Businesses by Employment Range (2021)
Employment Range Number of Firms Percent of Total

1-4 75 65.2%
5-9 29 25.2%
20-49 2 1.7%
50-99 1 0.9%
Source: Data Axle
10-19 7 6.1%
100-249 1 0.9%
Total 115 100.0%
Source: Data Axle
* This excludes public sector organizations
While the businesses in Downtown are small, it can be easier to lease Figure 9. Downtown Study Area Jobs by NAICS Industry Sector (2021)
the vacant spaces when an establishment closes or moves to another
area of the City. As one thinks about supply and demand forces Sector Firms Jobs
impacting Downtown spaces, there appears to be an equilibrium. Each Agriculture, Forestry, Fishing and Hunting 1 4
year, about five to ten new businesses start in Downtown, likely filling Mining, Quarrying, and Oil and Gas Extraction 1 5
space previously occupied. While older historic downtowns oftentimes
have empty buildings that are challenging and costly to rehabilitate, Construction 4 193
the Downtown employment base remains stable. The challenge for Manufacturing 3 9
Downtown Seguin is the heavy concentration of public sector uses as well
Wholesale Trade 1 3
as limited entertainment and dining options that are open in the evenings
and on Sunday. Retail Trade 15 53
Information 1 9
Looking to the future, small businesses – mostly retailers and restaurants
– will continue to comprise many of the businesses Downtown. Lacking Finance and Insurance 21 135
infrastructure improvements such as sidewalks, street crossings, parking, Real Estate and Rental and Leasing 4 67
and public restrooms were identified by stakeholders as impediments Professional, Scientific, and Technical Services 26 101
to growth. It is unlikely these small businesses will be able to make
these improvements on their own. Therefore, the City should take the Administrative and Support Services 1 2
lead on making these type of improvements to support and enhance Educational Services 4 35
Downtown. In addition, stakeholders indicated Seguin does not have
Health Care and Social Assistance 11 55
higher-end restaurants and entertainment offerings found in neighboring
communities. Downtown would be a logical location to recruit these Arts, Entertainment, and Recreation 4 10
types of businesses. Accommodation and Food Services 8 26
Other Services (except Public Administration) 10 32
Public Administration 2 261
No Data 6 4
Total 123 1,004
Source: U.S. Census Bureau OnTheMap LEHD

Map 19. Seguin Hotel Tax Receipt Payers
Tourism
Visitor activity historically has played an important role in the overall
Seguin economy. Much of this activity takes place at events within
Downtown. However, there are limited places to stay within Downtown –
while the Haunted Magnolia Hotel remains open, the Olivia Mansion Bed
& Breakfast closed after a fire in 2021. In 2021, total direct Seguin visitor
spending was $80.3 million and supported over 780 local jobs. Just as
important, out-of-town guests generated over $2.8 million in local tax
receipts. Seguin’s tourism sector appears to have recovered from COVID-
related impacts in 2020.
Source: Texas Comptroller of Public Accounts

Figure 11. Travel Activity in the City of Seguin
Year Total Direct Total Direct Total Direct Local Visitor Figure 12. Visitor Statistics to Seguin Events
Travel Earnings Employment Tax Receipts
Event Attendance
Spending
MLK Celebration 250
2011 $68,827,382 $25,201,709 820 $1,830,062
Arts Fest 500
2012 $78,033,234 $28,823,139 920 $2,107,739
Earth Day/Trade Days 1,200
2013 $62,436,426 $23,215,956 740 $1,673,622
Central Park Summer Concert Series 300-400 per concert
2014 $58,124,003 $22,264,498 680 $1,586,944
Biggest Small-Town Fourth of July Parade 10,000
2015 $61,924,907 $25,937,056 790 $1,771,157
Seguin Birthday Party 200
2016 $59,744,579 $25,846,679 770 $1,793,841 Door Christian Fellowship Church Concert 100
2017 $63,427,435 $27,472,060 790 $1,988,380 Kids Day in the Park 2,500
2018 $61,442,408 $26,139,143 750 $1,910,996 Pecan Fest 3,000
2019 $63,664,438 $27,842,780 750 $2,018,883 Holiday Stroll Parade 4,000
2020 $58,112,193 $27,055,679 700 $1,820,695 Sip n' Stroll 1,000
2021 $80,320,001 $31,750,936 780 $2,822,039 Third Thursdays 200
Source: State of Texas, Office of the Governor, Economic Development & Tourism Source: City of Seguin
Tax Revenue Map 20. Downtown Seguin Sales Taxpayers
The Texas Comptroller of Public Accounts provided aggregate data

related to sales tax generated by Downtown businesses. Over the past
few years, sales tax revenue has increased faster in Downtown than the
overall City. Downtown is responsible for just over 1.7 percent of total
Seguin sales tax collections.
Since 2010, the taxable value of property in Downtown has grown 34.2
percent, well below the explosive City of Seguin rate of 110.3 percent.
Seguin’s property base growth is largely attributable to the number of
new single-family homes built over the past five years. Property values
are another indicator used to measure supply and demand for real estate.
The fluctuations over the past 10 years within Downtown are attributable
to larger bank properties, the public sector acquiring properties, and the
Park Plaza Hotel building.
Source: Texas Comptroller of Public Accounts
Figure 13. City of Seguin Sales Tax Revenue Generated by Location Figure 14. Taxable Property Value Trends in Seguin*
Downtown City of Seguin Downtown City of Seguin
2017 $98,686 $7,277,972 2010 $15,872,229 $1,279,059,508
2018 $112,904 $7,955,064 2015 $13,197,044 $1,471,733,571
2019 $121,970 $7,881,002 2020 $20,390,260 $2,902,127,171
2020 $121,620 $8,374,198 5-Year Change (2015-2020) 54.5% 97.2%
2021 $167,671 $9,684,904 10-Year Change (2010-2020) 34.2% 110.3%
5-Year Change (2017-2021) 69.9% 33.1% Source: TXP, Guadalupe Appraisal District
* Note: the 2021 taxable value is $23 million. Only properties that could be matched to the
Source: Texas Comptroller of Public Accounts tax roll for all three years are included in the table.

Short-term Economic Development Opportunities
Downtown Seguin businesses have been resilient over the past few years. Prior to the pandemic, Downtown was growing and attracting new shops
and restaurants. Going forward, Downtown will continue to be significantly influenced by overall demographic and economic trends along the
IH 35 corridor. The Texas Demographic Center projects Guadalupe County’s population will add over 100,000 new residents by 2040. This creates
challenges and opportunities to draw additional businesses, residents, and tourists to both Seguin and the Downtown area. Fortunately, Downtown’s
stable daytime employment, existing small businesses, and well-attended events can form the foundation upon which to build new growth. Unlike
communities whose urban cores are rapidly becoming more dense via new development, Downtown growth likely will entail smaller-scale infill
projects and the redevelopment of underutilized sites such as parking lots and/or buildings not designated as historic structures. To expand this
anticipated pace and scale, the community will have to proactively create demand for new economic development projects in Downtown. The
following emerged as key issues or themes for the next five to ten years:
Intentionally Create a Critical Mass of Retail, Improve the Connection between Texas Lutheran
Restaurants, and Entertainment Businesses in University (TLU) and Downtown
Downtown TLU has approximately 1,400 students, with 1,000 living on campus.
While Seguin has a strong tourism sector and active calendar of Walkability between the University and Downtown should be enhanced
Downtown events, residents continue to shop and dine in neighboring (e.g., lighting) to encourage more students and faculty to walk or bike to
communities. Stakeholders provided a variety of reasons for this out- the area. Not only do students create demand for goods and services,
of-town leakage, but the bottom line is that proximity and convenience but they are also an important part of the labor force. This is especially
will drive the location of new consumer services, absent intervention. important in 2023 and for the foreseeable future, as worker availability
Residents and visitors are drawn downtown in communities such as has risen to the top of the concerns of small businesses, including many
Fredericksburg, New Braunfels, and San Antonio by a sense of place, in Downtown Seguin.
which translates as a mix of hospitality, entertainment, recreation, and
culture that is unique. Incentives and infrastructure investment will be Focus on Arts, Culture, and History
part of the solution. Seguin should consider what else could be located
Seguin is one of the oldest towns in Texas and is rich with history. Many
Downtown that would catalyze activity and draw in both residents and
of these sites (e.g., Historic Dietz Doll House and Stephen and Mary Birch
those outside the community.
Texas Theatre) are located within the Downtown area. Day trips are a
common way many Central Texans will spend a day. Related to attracting
more businesses to the core is attracting more day trip visitors who might
not require overnight lodging. In simple terms, cultural sites draw visitors,
but the economic and fiscal impact is felt when they spend money at
local shops, restaurants, and other entertainment venues. Seguin should
ensure that these tourists are given every opportunity to complete their
visitor experience by purchasing local goods and services.
Facilitate the Redevelopment of Large Parcels in
Downtown
Banks, religious institutions, and the public sector are typically large
landowners in downtowns. As the demand for office space and parking
needs change, oftentimes these properties are underutilized. A
challenge for redeveloping these sites is that the landowner is not under
financial pressure to sell the property. Seguin should proactively meet
periodically with these landowners to discuss possible redevelopment
opportunities, introduce them to potential purchasers, and explore
under what conditions a sale might occur. The City should also develop
training programs to train and cultivate small local developers. In some
circumstances, financial incentives or land swaps may accelerate the
transition of these properties. For this approach to be successful, Seguin
will need to carefully assess how and when to use incentives while not
distorting the real estate market.
Physical Improvements are Needed

Similar to many historic downtowns in Texas, sidewalks, streets, parking,
and public restrooms were identified as needing improvements and
upgrades. While these infrastructure and mobility issues likely will not
negatively impact businesses in the short-term, they all limit the potential
of Downtown. The area serves as both a gathering spot for locals and
a tax revenue generator for the community. The challenge will be to
allocate the community’s economic development financial resources to
strike the right balance between incentives and infrastructure investment.
The strategies outlined represent both the opportunities and barriers

to new development in Downtown. In sum, Seguin must strategically
increase the supply of entertainment, restaurant, and retail opportunities
to generate demand and new tax revenue for the Downtown area. To do
that, demand must be stimulated from visitors and directed to Downtown
from residents. If this does not happen, Downtown likely will continue on
its current path, and an opportunity will be missed.

Opportunities and Constraints
As future improvements and development projects are considered in Downtown Seguin, existing conditions in the area present a variety of
opportunities and challenges to development and redevelopment in the area. Some of the key opportunities and challenges provide a foundation for
the Plan’s recommendations.
Opportunities
Central Park Turnover of Single-Owner Access to Trails and Destinations

Properties
Central Park represents the largest, oldest, most Two crucial single-owner properties are likely The close proximity of the Downtown core to
beloved, and most prominent public space in to leave Downtown in the near future. The the Memorial Rose Garden and Walnut Springs
Seguin’s Downtown. There is a strong consensus largest is Guadalupe County, which may relocate Park represents an exceptional opportunity for
that people wish to preserve the historic well outside Downtown. While this will cost Downtown Seguin. While the park itself (and
characteristics of the park. That said, it is generally Downtown a reliable source of employees, the library) are the most immediately accessible
designed for passive use, and is very lightly used visitors, and ancillary businesses, it also serves as points, the trail offers broader connections. With
outside of some special events.
a multi-block opportunity for transformative and the Walnut Springs Trail Extension, Downtown
A thoughtful, but modest redesign of the space— creative reuse. gains strong pedestrian and bicycle access all the
combined with light programming from the way to Max Starke Park and the Guadalupe River.
City and other entities—could help maximize Wells Fargo Bank is also considering leaving the The proposed Master Trail Routes would offer
the opportunity offered there. Redesign should area. An active, highly-visible ground floor use even greater access to other parts of the City
preserve the contemplative nature of the fountain in this location would help to activate the entire and region.
and recognize it as a part of the collection of New south side of Central Park, while the elimination
Deal era architecture in/near downtown. Redesign of the drive-through banking would allow
near the fountain should consider incorporation of reconfiguration of the rear parking lot.
art moderne design complimentary to the context.
Intact Downtown Core and Historic Underutilized Commercial Strong Sense of Community and
Character Buildings and Second Story Space Pride in Downtown
As noted elsewhere in this document, Seguin While Downtown Seguin has a modest vacancy While civic pride and sense of community
is one of the oldest towns in Texas, and its rate, various empty storefronts provide are difficult to quantify, stakeholders have
Downtown retains a significant stock of historic untapped opportunities for permanent (or consistently noted both as major community
buildings. Both the courthouse and Central Park temporary) businesses and other activities. assets. While this plan is intended to help
reinforce this character. The extensiveness of The former Park Plaza hotel lobby is the most Seguin maximize what it has, it should be
the Downtown core is another asset; Downtown prominent underutilized opportunity. Similarly, remembered that no plan can be effective
has two main streets, with additional corridors some offices have excess lobby space that without the people who invest their time,
of commercial stock. These physical attributes could be reconfigured for galleries or small money, energy, and ideas into the district.
provide the foundations for a successful and retail uses. There is a broader opportunity For that reason, there should be efforts
complex Downtown. in the numerous vacant second-story spaces to proactively involve local residents and
throughout Downtown. Many of these spaces businesses throughout all phases of Downtown
suffer from long-term neglect—compounded by revitalization.
the challenges of meeting codes—but represent
a large collective opportunity. Second stories
may be best suited for uses that have limited
benefit from being on ground-floors, such as
lodging, residences, and most types of offices.

Constraints
TxDOT Right-of-Way Ownership One-Way Streets Limited Programmable Public

Spaces
The two primary thoroughfares in Downtown The one-way street system, largely established Outside of Central Park, there are no key
Seguin—Austin Street and Court Street—are to maximize on-street parking, has generated programmable public spaces in the Downtown
managed by TxDOT and cannot be modified unintended consequences. These streets serve core. The Rose Garden and Walnut Park offer
without permission. This makes it implausible to as cues for cars to drive more quickly than is respite, but are not suitable for most activities,
experiment with low-cost/low-risk treatments. appropriate for a downtown district, and often events, or commerce. While St. Andrews has
(e.g., temporary crosswalks, bulb-outs, and confuse motorists. Since Seguin’s one-way plans to expand its community garden, it is
parklets) More seriously, it makes it difficult to streets cover some streets but not others, some too small to host larger activities. In order for
address issues of pedestrian safety and comfort. storefronts are passed less frequently and tend Downtown to reach its full potential, there
The intersections of Court/Austin and Court/ to be unnoticed even by people who regularly should be a variety of gathering places suited to
River, where the turning radii prioritize car drive through Downtown. various purposes, ranging from parking space-
speed over people attempting to cross, are sized parklets to flexible spaces of a half acre
prime examples of this phenomenon. or more. This space should be managed and
programmed by the City or on-site commercial
entities (such as food trucks or vendors). Vendor
agreements can include stipulations for basic
maintenance, or fees can be leveraged to help
support this.
Gaps in the Urban Fabric Automobile-Oriented Right-of-Way Unclear Wayfinding
Gaps in storefront continuity and lack of While Downtown generally has adequate Navigating Downtown Seguin on foot can
strong visual cues result in poor pedestrian sidewalk coverage, most of the right-of-way (the be confusing for infrequent visitors. The
connectivity (and cohesion) between the space between buildings, including sidewalks, two primary streets—Austin and Court—run
Downtown core and various major assets. gutters, street trees, lighting, etc.) is otherwise perpendicular to each other; specific locations
One prominent example is the zone on Austin dominated by thoroughfares and parking for are often difficult to distinguish to the casual
between Gonzales and Ireland, which separates automobiles. This results in a lack of shading or observer. Several other streets—most notably
The Texas Theatre, the Aumont, Seguin Coffee buffering for pedestrians, as well as insufficient River and Gonzales—host key businesses and
Company, and other entities from the rest of street lighting. Creating a less-than-exemplary other important uses, which can easily be
Downtown. While such gaps are challenges, walking experience. missed by people who do not realize they are
they are also opportunities that can be filled commercial street.
with active public spaces and commercial Whereas long-term strategies to address this
activities. may require reconfiguring road and parking The challenges with creating a “sense of
dimensions, the City can examine strategic direction” in the Downtown area could be
interventions on a case-by-case basis. One addressed by integrating maps and wayfinding.
example is the use of curb extensions at This would help visitors to locate parking, to
corners, which both alert motorists to drive find key locations, and to organically discover
more slowly and reduce crossing distances for locations in Downtown.
those on foot. Another is parklets, which serve
both as gathering spaces and buffers. Both are
discussed in more detail in this document.

Lack of Cohesive Nighttime Activity
and Entertainment
Seguin has two major evening anchors—the
Palace Theatre and the Texas Theatre—though
there are opportunities to better program
both. Soel Venue and the Aumont’s Rose Room
represent other event spaces, and Schultz
Saloon features frequent concerts. Several bars
and restaurants host nightlife, particularly on
weekends. However, most of these venues are
not clearly visible from the Central Park area,
and are not well-connected to either of the two
larger theatres. This challenge is exacerbated
by the near-complete darkness as one leaves
Central Park.
VISION AND GOALS
Vision and Goals
A well-crafted plan requires collaboration, welcoming input from the
public and community stakeholders from the outset. By doing so, local
ideas and values can be captured, leading to a sense of community
ownership. This Downtown Plan incorporates input from various
engagement methods, including multiple Main Street Advisory Board
meetings, stakeholder interviews, community open houses, community
events, and an online survey. The community feedback was used to
develop a unified vision and clear goals to guide public improvements
and policy decisions related to the future development of Downtown
Seguin. This section summarizes the public input received through the
planning process.

Public Input Summary
Main Street Advisory Board
The Main Street Advisory Board (MSAB) is a
City Council-appointed committee. Its mission
is to facilitate the changes needed to create
a pedestrian-friendly, attractive, safe, and
desirable center for business, leisure, and
entertainment, incorporating and celebrating
the unique history, architecture, and ethnicity
of the community. The roles of the MSAB in
the Downtown Plan were to advocate for the
plan and serve as a sounding board to guide
recommendations. The planning team held
five meetings with the MSAB throughout the
process.
Strengths of Downtown Seguin - MSAB Meeting #1 Main Street Advisory Board Meeting #2
Key Feedback
Capitalize on the existing architecture,
access to trails, and traditional grid
pattern.
Capitalize on the opportunity to
redevelop County-owned properties.
Leverage Seguin Economic Development
Corporation.
Utilize partnerships with local
organizations such as Texas Lutheran
University and Seguin Art League.
Aging infrastructure is a concern.
There is a lack of direction and a sense of
destination.
Main Street Advisory Board Meeting #1
Vision and Goals 47

Community Open Houses
Two Joint Community Open Houses for the
Comprehensive and Downtown Plans were
held at the beginning and end of the planning
process. The purpose of these events was
to educate the public about the concurrent
planning processes and solicit input from
the community. The events included a brief
presentation about the planning process and
input opportunities, interactive input boards
and activities, and focus group sessions on
various topics.
Key Feedback
Most participants agree with the Interactive Activity at Community Open House Downtown Focus Group Session at Community Open House
proposed Vision and Goals for Downtown.
Improve directional signage and visibility
of existing parking areas.
The top three desired catalyst projects
are improvements to Central Park,
creation of micro-retail opportunities, and
enhancements to Downtown gateways.
Activated storefronts, more plazas and
gathering spaces, and better lighting are
the top three desired design elements for
Downtown.
Adaptive reuse of existing structures is an
opportunity to revitalize Downtown.
Capitalize on Downtown assets and
promote identity through sign toppers
and other design elements.
Public restrooms are needed.
Presentation at Community Open House

Community Engagement Events
Expanding outreach beyond traditional
community meetings is crucial for effective
community engagement. The planning team
demonstrated this by attending the 2021
Holiday Stroll to educate the public about the
concurrent planning processes and solicit input
about the vision for the City and Downtown
Seguin. Through individual conversations and
interactive input boards, the planning team
was able to gather valuable information from
attendees.
Key Feedback
Preserve the small-town charm. Holiday Stroll Public Engagement Holiday Stroll Public Engagement
Improve parking.
Address the lack of family-friendly
activities and nightlife.
Preserve the historic character of the area.
Increase food and retail options to meet
community demand.
Address underutilized buildings in
Downtown.
Holiday Stroll Public Engagement Interactive Board at Holiday Stroll Public Engagement Event
Vision and Goals 49

Stakeholder Interviews
Stakeholders who possess a unique perspective
on the needs and opportunities for Downtown
and understand the City were engaged by
the planning team through in-person group
conversations and individual phone calls over
several months. These stakeholders include
Downtown business owners, property owners,
residents, and local organizations, with
participants varying in age, race, ethnicity,
residential tenure, and business types to ensure
a diverse range of input.
Key Feedback
Downtown traffic flow is a concern. Downtown Business Alliance Stakeholder Meeting Stakeholder Interview at Development Services Office
Underutilized buildings are a concern in

Downtown.
Provide a greater variety of entertainment,
retail, and commercial options.
There is a strong desire for a variety of
dining options and high-end restaurants.
Downtown Seguin needs placemaking
improvements and better advertising so
local people know what is available.
There is a lack of visual excitement/no
cohesive design in Downtown.
Improve pedestrian and bicycle
connections with better lighting and
sidewalk improvements.
Improve connections between TLU and
Downtown.
Holiday Stroll Stakeholder Interview Holiday Stroll Stakeholder Interview

Online Survey
The planning team conducted an online
survey to gather valuable insights about
the community’s priorities, the current
state of Downtown, and potential areas for
improvement. The survey was accompanied by
a mapping exercise where participants could
place markers on a map and provide brief
comments on issues, ideas, and opportunities
for the area. The team used the results of
the survey and mapping exercise to inform
the plan’s recommendations. The survey and
mapping exercise were available for public
input from December 2, 2021 until February 1,
2022.
Key Feedback
There is a desire for more dining options,
entertainment, nightlife, and community
events.
There is a desire for more retail options.
Downtown should be more of a
Destination.
Capitalize on the history of Seguin.
Improvements to lighting, crosswalks, and
traffic signals are needed.
Improvements to roadways,
infrastructures, and traffic congestion are
needed. Online Survey and Mapping Exercise
Maintain the small-town feel.

Celebrate the diverse cultures.
VIsIon anD Goals 51

PUBLIC INPUT SUMMARY
My Vision for Downtown Seguin is...
“Diverse, successful businesses”
“Make it a “destination” experience
for both locals and visitors”
“For it to become a beautiful, vibrant area that draws both

local and out of town guests with a safe and lively street life”
“More focus on Seguin’s amazing history.”
“For Seguin to have a strong desirable

Downtown that is well utilized by all”
“Maintain its vintage feel for generations to come.”
If you could only change OPPORTUNITIES ISSUES

businesses
ONE thing in Downtown...

Provide more Family-Friendly Entertainment Lacking Outdoor Space
Improve Branding and Wayfinding Signage Poor Perception and Lack of Destination
shops
public empty
building storefronts visitors

options
appearance
families
restaurants
lights
improve Provide Incentives for Small Businesses Aging Infrastructure and Waste Management
restrooms
restaurant
buildings dining Collaborate with TLU Local Residents Not Aware of Downtown
bring
local
downtown
seguin
Recognize and Celebrate the Mexican- Business Options and Offerings

shopping streets professional
night
court
activities
offices
American history of Seguin No Cohesive Design
signage
attract
traffic
parking lighting Integrate More Art into Downtown Lack of Nighttime Entertainment
street
diversity
better
austin
historic Close Proximity to Walnut Springs Park Poor Pedestrian Safety and Comfort
places business entertainment
central
stores
think
retail sidewalks tourists forest events

nightlife

Recurring Themes
The community shared their priorities and vision for Downtown through the varying engagement
methods. When considered holistically, a series of recurring themes are apparent. These themes
are used to shape the vision and goals for the Downtown Plan.
Capitalize on outdoor spaces to facilitate public gatherings and community events.

Increase pedestrian and bike safety and connectivity.
Improve branding and wayfinding elements.
Support small business growth.
Increase quantity and diversity of retail and dining offerings.
Improve building facade aesthetics.
Address infrastructure issues.
Capitalize on and maintain the authentic and historic character of Downtown.
Improve vehicular traffic through Downtown.
Become a destination location to draw local and regional visitors to Downtown.
Vision and Goals 53

Vision
Results from the existing conditions analysis and
public engagement opportunities have painted
a clear picture of the community’s hopes and
wishes for Downtown. The vision statement
embodies that collective aspiration and serves
as the foundation for moving forward.
Downtown Seguin – An exciting and

welcoming destination for locals and
visitors that celebrates our beauty, grit,
and drive while remaining true to our local
history and variety of cultures that shape
our future.

Goals
The goals below establish a clear path for Downtown Seguin to fulfill the community’s vision and
aspirations. They serve as the foundation for the plan’s recommendations and implementation, as
well as a framework for assessing unforeseen changes, challenges, and opportunities. These goals
are not static, but rather a dynamic, adaptable framework that responds to future needs. Sub-goals
support each goal, with specific elements that contribute to achieving the goal.
1. Become a regional destination.

a. Host a variety of entertainment and events.
b. Grow more niche retail businesses and build on existing local attractions.
c. Provide active and passive entertainment.
2. Strengthen the relationship between the local community and Downtown.
a. Create an inclusive environment for all ages and demographics.
b. Capitalize on new and existing community-oriented events.
c. Build partnerships with local residents, organizations, and institutions.
3. Effectively tell the story of Downtown.
a. Communicate the character and identity of Downtown visually.
b. Improve branding and wayfinding internally and externally.
c. Ensure a pleasant and unique experience.
4. Attract and sustain a variety of businesses.
a. Incentivize and incubate new small businesses.
b. Create a larger consumer base.
5. Conduct physical improvements to facilitate a vital place
a. Create a safe environment for pedestrians and cyclists.
b. Enhance outdoor gathering spaces and amenities.
c. Improve vehicular traffic through Downtown.
Vision and Goals 55

DOWNTOWN
MASTER PLAN
Downtown Master Plan
The community’s vision for Downtown Seguin is to be a family-friendly
and vibrant commercial area that maintains its small-town charm to
welcome residents and visitors alike. There is a desire to see more retail,
restaurants, nightlife, and family-friendly entertainment that capitalize on
the rich history and showcase the unique character of Downtown. The
current roadway framework, variety of uses, and unique development
Downtown provide a great foundation for the community’s vision. With
additional public and private investment, new and redeveloped sites and
public spaces can be incrementally improved to achieve the vision over
time.
The Downtown Master Plan depicts a long-term development vision for

Downtown Seguin, building on the success of previous planning efforts
and capital improvements. Part of the overall Master Plan strategy is to
recognize market potential and the community’s desires and address both
through investments in catalyst projects. In addition to catalyst projects,
several design elements and programming initiatives are recommended
to improve the Downtown experience and create an even stronger sense
of place.
Catalyst projects are those transformational projects that have the

potential to spur further development and investment in the area,
including both public and private development projects. These projects
are recommended as conceptual, and small modifications will likely occur
in the final design or the programming details. However, the general
concepts have been devised to create a stronger identity in Downtown,
provide greater draw and connectivity to and within the area, and create
opportunities for employment and community interaction in Downtown.
The catalyst projects and supplemental recommendations are described
on the following pages and illustrated in the Master Plan.

Downtown Master Plan 59
Downtown Master Plan
Map 21. Downtown Master Plan
Central Park Improvements A

Donegan Street Pedestrian Boulevard B
Micro-Retail Shops C
Donegan Street Plaza D
Downtown Gateways E
Micro-Retail Shops
Proposed Building
Existing Government Building
Existing Building
Downtown Gateway
New Trees
Improved Sidewalks
Enhanced Crosswalks
Commercial Awnings
Traffic Calming Barrier N

Design should seek to create multiple rooms, or
A Central Park Improvements experiences within the park, and carry a theme
of Seguin’s history as a uniting element while
Central Park is by far the most important public increasing the appeal of the park to a broader
space in Downtown Seguin and is at the heart profile of users without the need for constant
of the district’s identity. Broadly speaking, active programming.
the public greatly values the Park’s historic
character. However, its highly-formal design, The existing gazebo will be maintained
with paths radiating from the center, limits the for performance space, with technical
usefulness of this park for both daily use and improvements to ease its use for this purpose.
special event programming. In particular, it has While multiple fountains have existed in
been identified as a difficult space to engage this location, the current fountain ties into
children. This limits the ability of families to the unusual concentration of New Deal
fully enjoy Downtown, as well as the likelihood era architecture in and near downtown. As
that visitors will linger and support multiple such, design within the Central Park should
businesses while in the area. complement the art moderne design of
the c. 1935 Works Progress Administration
While some citizens are apprehensive about architecture. The new public restroom should
alterations to Central Park, most are open to be in or adjacent to Central Park. There should
some change—so long as it is tasteful, cautious, also be more use of the park for small events,
and respectful of the existing historic elements. such as music programming, reinforcing its
They also wish for some of the formality to status as the heart of Downtown and supporting
remain intact. a constant flow of both residents and visitors.
Improvements to Central Park will create a
more welcoming environment, encourage
greater use, accommodate a variety of users, Key Elements of the Catalyst:
and maintain the existing character. Proposed Public restroom
improvements to the park include providing
new seating areas with movable furniture, Renovated and restored fountain Movable Seating (Cityline - Richardson, Texas)
improved and diversified fixed furniture, yard Tasteful interactive water plaza
games like chess and checkers, a modest Yard games
and simple play area complementary to the
context and potentially designed as a public Public seating options
art element, public restrooms, other art, Flexible vendors
preservation-minded renovation of the fountain Performance spaces
and its supporting mechanical equipment,
and adding a tasteful interactive water plaza Modest play area
somewhere within the Central Park space. Chess Game (Savannah, Splash Plaza (Pearl District -
Georgia) San Antonio, Texas)

B Donegan Street Pedestrian
Austin St
Travis St
Camp St
Boulevard
To make Downtown Seguin more of a destination
for locals and visitors alike, it will be necessary
to create pedestrian-oriented amenities that
encourage visitors to explore and linger. The
two blocks of Donegan Street between Travis
Street and Austin Street provide an opportunity
for partial or gradual transformation of the street
into a more pedestrian-friendly boulevard with
limited vehicular traffic. Improvements may right-of-way, lack of setbacks, heights of
include string lighting, pedestrian-oriented buildings, quality of facades, and central
signage, parklets, decorative street paving or location make this a logical location for
painting, public art, and removable bollards to restaurants and retail.
limit vehicular traffic. These two blocks represent Street Network - Donegan Street is an
a compelling opportunity to transform an eight-block, low-volume, one-way street
automobile-oriented street into a more balanced that terminates at Travis Street. While the
thoroughfare for several reasons: feasibility of completely pedestrianizing
the last two blocks is currently unknown, it
Strategic Location - These streets connect is possible to accommodate motor vehicles
Central Park to the Memorial Rose Garden on these blocks while still designing the
and, by extension, offer enhanced bicycle street for low speeds and volumes of Temporary Pedestrian Boulevard (Miami, Florida)
and pedestrian connectivity to Walnut traffic. Photo Credit: Street Plans Collaborative
Springs Park, Seguin Public Library,
and Walnut Springs Trail. They also The community has expressed significant
create a direct connection between the reluctance towards redesigning and
Guadalupe County Parking Garage to the reprogramming the street, primarily due to
Downtown core, host an event space, and concerns about the loss of parking spaces. The
are adjacent to a parking lot with high two blocks in question currently provide 19
opportunities for reuse.
parking spaces (including one disabled space) on
Street and Building Design - The block the first block to the west, plus 11 spaces on the
between Austin and Camp Streets, in second block. The proximity of a dance studio
particular, boasts considerable potential and an event space further contributes to these
to be one of the highest-quality streets
concerns.
Downtown. The relatively narrow street Street Conversion to Pedestrian Boulevard (Rockwall, Texas)

Two elements are key to addressing this
approach:
Better management of existing parking in

the Downtown area, and
Taking an incremental approach focused
on testing the success of any potential
street closure
Addressing parking management is crucial to

gaining public support for this catalyst project.
While there are significant nearby parking
spaces—particularly outside of County business
hours—regular users and occasional visitors will
need to adjust their parking habits to ensure
long-term success of this catalyst.
The most essential element of the recommended

approach is to work incrementally, beginning
with modest changes with minimal costs or review revenue impacts where possible, and
long-term risks. While the incremental approach assess the overall impacts of these changes. Key Elements of the Catalyst:
is a central tenant to this plan as a whole, it is
most crucial at this location, where the concept In the long run, there is a spectrum of options, String lighting
would need to be tested and proven for there from low budget to large budget, and from
Signature icons (archway at trail
to be long-term citizen support. temporary to permanent. These include: entrance, signage)
Leaving the roadway largely as is and only Pedestrian-oriented signage
The first recommended step is to implement
closing it to vehicular traffic during special Creating of parklets
enhancements with little-to-no impact on events.
vehicular circulation or parking. This includes Slowing or limiting vehicular access,
such elements as alterations in pavement Redesigning it as a slow-speed “shared either long-term or for special events
street” accommodating motorists, cyclists,
color or texture, string lighting, public art, Public art
and pedestrians.
and signage. Once this is done, the street can
be temporarily closed (or narrowed), likely in Permanently closing the street to Change of pavement (brick, roadway
vehicular traffic and providing pedestrian paint design work)
conjunction with festivals, special events, and
street markets. One important element of these amenities. Removable bollards
tests will be to interview business owners,

C Micro-Retail Shops Filling in the Gap Key Elements of the Catalyst:
Micro-retail shops have the opportunity of Micro-retail shops are best located in small Utilize existing parking lots throughout
serving two important functions: “dead zones” located between areas of vibrancy. Downtown for small business incubation
In the case of Downtown Seguin, one of the opportunities
1. Supporting entrepreneurial activity most obvious locations for activation is the First
United parking lot on the east side of Austin Begin with tents or other temporary
2. Filling in key gaps in the urban fabric Street from Mountain Street to Gonzales Street. structures; trailers and food trucks may
Focusing activity at this location would connect be part of the mix
the Downtown core near Central Park to the
Support Entrepreneurial Activity area between the Aumont and Texas Theatre,
Actively recruit entrepreneurs and
provide advisory and marketing support
There is an established need to lower the barriers encouraging people to explore, linger, and
spend money in Downtown as a whole. However, Curate local businesses and consider
to entry for unique Downtown local businesses. bringing on a market manager
it should be noted that First United has not
“Downtown Seguin offers an open environment yet given permission for use of this space. As
for entrepreneurs of all types” is one of two alternatives, various other vacant parcels on
catalytic strategies identified in the 2019 Main Austin Street, north of First United, may serve the
Street Transformational Strategies document. same purpose of bridging the gap in the urban
However, setting up typical businesses requires fabric and supporting activation.
both substantial capital investments and
commitments to long leases. These requirements In the short-term, temporary tents can be used
for festivals or special events. This can allow
Austin St
limit the ability of people to incubate the
the parking lot to remain in use or the vacant
types of notable local businesses that support
lot to be developed in the future. Alternatively,
successful Downtowns. permanent structures can be constructed to
create a micro-retail village with small individual
Curated micro-retail shops represent an
units.
important part of this strategy. These can serve
as flexible spaces, which can be occupied either To evaluate the effectiveness of activating the Mountain St
semi-permanently or only for special events. spaces, a potential strategy could be to host
They can also serve as an attractor in their own markets during the holiday season. This could
right while supporting the centralization of both provide an opportunity to gather on-the-ground
marketing and logistical functions. Several of observations and conduct interviews with
the recommendations in this report are focused business owners on both sides of the zone.
on strategies to help identify and mentor small Some citizens expressed concern about
businesses; the success of these shops will rely removing parking for this initiative, though
largely on implementing these strategies. various other recommendations related to
parking improvements should help alleviate this.

Permanent Micro-Retail Example (Wesley Chapel, Florida) Farmer’s Market Micro-Retail Example (New Braunfels, Texas)
Photo Credit: KRATE at the Grove
Permanent Micro-Retail Example (Muskegon, Michigan) Temporary Micro-Retail Example (B Street, Quincy, Washington)
Photo Credit: City of Muskegon Photo Credit: Team Better Block
DownTown MasTeR plan 65

D Donegan Street Plaza Key Elements of the Catalyst:
While redesigning and reprogramming Central
Branding of the location as an event
Park has transformative potential, the need to space
maintain it as a formal, historically-oriented
space places limits on the flexibility (and Regular curated events
programmability) of the park. A second, more Temporary or permanent stage
adaptable programmable space will help String lights
address that issue and permit more activity
Food trucks
within Downtown.
Use of grass, pavement treatment,
The existing parking lot at the southwest corner and furniture to delineate space
of Camp and Donegan Streets is a centralized within the lot
space at a key location that could potentially
be repurposed for creative uses. This may also
reinforce any actions taken to repurpose the
western blocks of Donegan and strengthen the
transition between Downtown, Walnut Springs
Park, and the Seguin trail system.
As an initial recommendation, the City can

pursue opportunities to add seating, create
public art, add string lights, recolor parts of
the pavement, and add food trucks and other
small vendors. The City may consider holding Temporary Plaza in Parking Area (Milwaukee, Wisconsin)
Photo Source: Project for Public Spaces
farmer’s markets and similar periodic events
while leveraging the space for performances
during larger events. Based on the success of
temporary programming, the City may examine
depaving the space, adding a stage, building
a gazebo, and incorporating amenities such
as lawn games and seating areas. In sum,
temporary experimentations could potentially
become more permanent installations.
Activated Parking Lot (Burtonsville, Maryland)
Plaza Converted from Parking Area (Mesquite, Texas) Photo Source: Team Better Block

E Downtown Gateways
The term “gateway” often refers to various
elements that signify the entrance into a district
or subdistrict, rather than a literal arch. Their
basic function is to inform users that they have
arrived at a meaningful location. Gateway
elements can include banners, murals, statues,
sign toppers, signs, fountains, or changes in
pavement types. They can be primarily oriented
toward pedestrians, motorists, cyclists, or all
of these groups. While these may be whimsy
and artistic, they can also be more prosaic.
For example, a public parking sign on Court
Street, adjacent to the garage, would be an
important location to welcome and direct visitors
Downtown. Three suggested gateway locations
have been identified at the intersections of
Austin and Ireland Streets, Court and Goodrich
Streets, and Court and Milam Streets.
Gateways are likely to shift as Downtown evolves.

For example, the Palace Theatre is currently the
southernmost point of the Downtown district
on S. Austin Street. That dynamic will change
if development fills in the gaps to the south.
Similarly, any new developments in the northern,
eastern, and western portions of the Downtown Key Elements of the Catalyst:
area could change the gateways to Downtown,
and different locations should be considered. Enhance entryways to Downtown with
branded signage and landscaping
Leverage public and private art to
welcome visitors
Create high-quality temporary or
permanent public art at key locations

Gateway Signage (El Paso, Texas)
Gateway Signage (Palm Springs, California) Gateway Signage (Garland, Texas) Gateway Signage (Garland, Texas)

Downtown Subdistricts
Downtown Seguin has a wealth of assets that
Map 22. Downtown Subdistrict Map
are often overlooked by both visitors and locals
alike. For example, visitors who frequent the
Seguin Public Library and the Texas Theatre may
not be aware of the other unique destinations
in the area. To address this missed opportunity,
the plan proposes the creation of circuits and
districts within Downtown. By improving the
navigability of Downtown and highlighting the
range of amenities available, visitors can better
tailor their experiences to their interests and
discover all that Downtown Seguin has to offer.
Four main areas present opportunities to

create subdistricts that capitalize on the unique
character and experience within each area. The
four suggested subdistricts are:
The Theatre Subdistrict,

The Los Nogales Subdistrict,
The Austin Street Subdistrict, and
The Rose Subdistrict.
Scale: N.T.S.

Future maps and wayfinding should include
these proposed subdistricts and standard
information such as restrooms, parking, and
public facilities. Sign toppers, signage, and
various other visual cues can also be leveraged
to support these districts. As future discussions
evolve, the City may consider specific design
elements or standards to distinguish each
subdistrict, such as applying different rules for
signage to emphasize the character of the area.
Theatre Subdistrict Austin Street Subdistrict
The creation of all of the circuits and subdistricts
The Theatre Subdistrict serves as a cultural The Austin Street Subdistrict is the main
is likely a long-term aspiration. This report
entertainment area near the Stephen & Mary commercial center of Downtown, with a critical
recommends beginning by focusing on one
Birch Texas Theatre focusing on arts, culture, mass of retail and restaurants.
area and creating maps or other wayfinding
and a theatre-based entertainment experience.
that identify the other circuits/subdistricts. One
possible starting point is the Rose Subdistrict,
which can be supported by incremental changes
on Donegan Street and partnerships with the
Seguin Public Library and Pecantown Books.
Los Nogales Subdistrict Rose Subdistrict

The Los Nogales Subdistrict features the The Rose Subdistrict is named after the
Heritage Village, which begins less than Memorial Rose Garden. It would help connect
two blocks south of Central Park. Enhanced people in the Downtown core to nearby public
branding and signage could greatly improve the amenities such as Walnut Springs Park, the trail
visibility of these historic assets. system, and Seguin Public Library.

User Experience
for the Downtown area in place since 1978),
Wayfinding it can also take action to improve wayfinding.
In fact, making large, long-term wayfinding
While the term “wayfinding” is often associated
decisions without testing ideas at lower costs
exclusively with signage and maps, it more
and risks often leads to irreversible errors. The
broadly refers to all of the methods that people
City can utilize low-cost interim signs (e.g.,
use to orient themselves in a physical location
Walk [Your City] ) to test out styles and locations
and navigate from place to place. According to
before permanent signage is installed.
William Lindell’s 2003 book Universal Principles Sign Topper (Georgetown, Texas)
of Design, Revised and Updated, wayfinding For the purposes of this document, wayfinding
has four major elements: includes:
1. Orientation (the determination of one’s Elements that strengthen the sense of
location relative to what is nearby and place and inform individuals where they
where one needs to go), are (e.g., sign toppers, signs, banners,
public art)
2. Route decision (the course established to
Elements that guide individuals to the
reach a destination), next location (e.g., signage and maps
indicating distance, time, and direction
3. Route monitoring (the assessment of cues
to parking, restrooms, and Downtown
to make sure one is on the correct route), subdistricts)
and
Although this framework is designed to be
4. Destination recognition. Historic District Signage (Nashville, TN and Oklahoma City, OK)
helpful, it is important to note that there are
While a comprehensive wayfinding plan will significant overlaps between these elements.
ultimately be needed to direct specific details, Ultimately, it is unlikely that many visitors to
the City must do much of the groundwork Seguin will explore the entirety of Downtown
in advance for the plan to be effective. For without some form of guidance. Therefore,
example, the City must know where Downtown one of the primary goals of this plan is to assist
begins and ends; what the subdistricts are; and visitors in navigating the area and encourage
what key points or areas it wants to emphasize. them to explore different parts of Downtown.
It is recommended that the City not wait to

hire an outside consultant to begin wayfinding
efforts. Just as Seguin took consistent and
extensive measures to revitalize Downtown well
before this plan began (despite having no plan Wayfinding Signage (Georgetown, Texas)

galleries, window displays may most naturally
Storefront and Window be tailored to showcasing the businesses’
Activation wares. Others may be more tied to the
individual business/property owners’ interests,
To ensure a successful Downtown, it is crucial established themes (such as seasons), the City’s
to actively engage pedestrians with their history, or to other ideas related to Seguin.
immediate surroundings. Storefronts play a Themes relevant to Seguin may include pecans,
crucial role in serving as the seam between squirrels, ghosts, pottery, or nutcrackers.
the public and private realms. Uninteresting,
dark, or uninviting storefronts can repel One important step is teaming with cultural
people, whereas appealing, well-lit, and lively and artistic organizations to make material
storefronts play an essential role in supporting a available for display. Potential partners may Storefront Activation - Informational (Seguin, TX)
downtown. include Seguin Conservation Society, The

Heritage Museum, TLU, Seguin ISD Fine Arts
While motorists driving through a district will program, Teatro De Artes De Juan Seguin, and
notice if the majority of storefronts are inactive Seguin Public Library. Smaller businesses may
(thus signaling a dead or desolate Downtown), include Pape’s Pecan House, You’re So Crafty,
pedestrians are even more sensitive to these Wilson Pottery Foundation, and Polmedia Polish
types of details. For example, visitors walking in Pottery.
a downtown will tend to turn around and return
to their cars if there are several blank storefronts In addition to the traditional window displays,
in a row. This is particularly true in the evenings there are other ways to activate storefronts and
in Downtown Seguin, where the lack of light engage pedestrians. For instance, the Weyel
creates a feeling of inactivity. West Mall located at 420 N. Austin Street Storefront Activation - Business Wares (Seguin, TX)
in Downtown Seguin features several small
Seguin’s Downtown Scarecrow and Skeleton businesses but does not attract as much foot
competition is already a step in the right traffic as the core blocks near Central Park. To
direction toward creating a culture of window increase its visibility and create a sense of place,
displays—if only for the month of October. the storefront incorporated various planters,
The City should consider supporting other a bench, and small art pieces outside the
competitions, enhanced with design guidance, building.
either year-round or on a seasonal rotation.
In some cases, such as clothing stores or art
Storefront Activation - Art (Seguin, TX)

Lighting Interior Window Lighting
Lights on the interior of properties in the
Storefront Lighting Downtown area should be a priority. Even
windows of vacant properties can be lit with
The dark storefronts create the feeling of
artwork, community displays, and wayfinding to
desolation in the evening. Improving storefront
encourage exploration. Create clear standards
lighting will encourage exploration on foot,
for marketing empty space so that property
draw attention from passing motorists, and
owners can advertise available space without
encourage business/property owners to
contributing to a negative image of Downtown.
improve their displays. Storefronts should
Work with Police and Code Enforcement to
be lit from inside and out, where possible,
keep window lighting on but safe for vacant
irrespective of whether the building is vacant.
properties so that sections of empty storefront
It is recommended that the City work with do not negatively affect the continuous
Interior and Exterior Storefront Lighting (Seguin, Texas)
property owners to maintain a database of exploration of Downtown businesses, even if
buildings to include interior and exterior the tenant is just closed for the day.
lighting and assess the costs of making
While apparel and retail have obvious wares to
improvements. Outside of keeping properties
use for storefront displays, service businesses
in good maintenance and curating tenants, this
can contribute by highlighting their work
is perhaps the most important step property
through creative displays or by highlighting
owners can take to benefit their individual
other community efforts like local artists,
properties and Downtown as a whole.
schoolwork displays, valuable community
groups, or charity efforts.
Exterior Facade Lighting
String Lighting (Savannah, Georgia)
Encouraging a healthy amount of exterior
lighting on Downtown buildings contributes to
public health and safety, removes barriers to
exploration, and creates a heightened curiosity
for vacant spaces. Regulation of signage scale
and size is also important, as clear and well-
lit signage is a part of basic good business
practices. The lighting of non-signage elements
should be encouraged to promote visual
interest, highlight architecture, and create an
String Lighting (El Paso, Texas)
inviting property.

Additional Sites - The City may identify
String Lighting small activation areas which can be
supported by string lighting. For example,
String lights can be a cost-effective and
the recommended market at the First
versatile way to improve a downtown district. United lot (or an alternative site) and the
They can enhance the sense of place, attract proposed active space at the current
visitors, and provide adequate lighting. Overuse County lot could benefit from this.
of street lights can be overwhelming and reduce
their effectiveness, so they should be deployed Gateways, public spaces, markets, and major
strategically in places where they can have monuments should have lighting elements to
the greatest impact. For example, since the highlight the entry into a district or region.
core blocks of Austin Street are already highly Pedestrian areas are usually illuminated by
visible (and offer many visual cues to visitors), lighting fixtures that are around 30 feet in
these may not be the best location. Alternative height. Decorative pedestrian lighting is
locations that could benefit from string lighting often 10-16 feet in height and provides high
include, but are not limited to: levels of vertical illumination for the safety of
pedestrians. Low-level lighting, such as light
Donegan Street between Camp columns, bollards, landscape accent lighting,
and Austin Streets - This block has and in-ground path marker lights, creates an
been identified as a key location for
intimate and inviting atmosphere. String or
pedestrian enhancements and provides
an opportunity for this improvement. The festoon lighting can be used to create a sense
City may also consider extending this an of space and a festive feel in the outdoor
additional block west to the Rose Garden. environment. Accessories, such as banner arms,
signage, security cameras, flower baskets, and
Gonzales Street between Camp and
marker lights, can also be integrated into the
Austin Streets (West of Austin) - The
presence of the brewery, and several lighting schemes for added design flair.
other buildings with opportunities for
While individual business owners or property
ground-floor retail, make this a strong
opportunity for this improvement. It owners can pay to install and maintain string
should be noted that this block does lighting, they can also be supported by the City.
not contain buildings on both sides, so This will require basic due diligence (such as
the lights would need to be anchored checking height requirements for each street
to a pole. The City may also consider and installing structurally-sound eye hooks), as
extending this to the block east of Austin. well as connecting with electricity and working
with engineering.

In some cases, parklets are built and maintained parklet guidelines include Garland, Mansfield,
Parklets by private interests (typically food service) and Temple, Weatherford, Lockhart, and Laredo.
serve as an extension of their businesses. In These communities have relevant regulations
Parklets are spaces for passive or active
other cases, they can be built and maintained and presentations/overviews for potential
recreation that are created by converting
by the City (or other entities such as Main parklet builders. While some cities leave
parking spaces into public gathering areas.
Street or the Downtown Business Alliance). parklet funding up to private businesses, others
These spaces can be low-cost and temporary,
It is recommended that the City create a offer modest support. An example in Texas
lasting just a few hours, or semi-permanent. The
set of standards for parklets. For example, is Weatherford, which funds parklets through
goal of these installations is not only to increase
parklets should be available for general use Hotel Occupancy Tax (HOT) funds.
business revenues but also to create public
for the public—not exclusively as a private
space and serve as a catalyst for community As a final note, many stakeholders in Seguin
extension of a business. There should also
development. In Downtown Seguin, where have expressed concerns that parklets would
be requirements for accessibility (compliance
there is a lack of existing outdoor gathering take up needed parking spaces. Parklets
with Americans with Disabilities Act/ADA and
spaces and seating, parklets are especially should be tested temporarily to observe their
Texas Accessibility Standards/TAS), separation
important. While parklets typically take away results and any challenges that arise—such as
from travel lanes (18 inches is common),
at least one space for parking, they are often interviewing Downtown business owners to
insurance, distance from utilities/fire hydrants,
successful in enhancing the overall public realm. assess any impacts on sales.
basic maintenance, and barriers to buffer
Benefits can include offering public gathering
parklet users from motor vehicles. Parklets
space; providing support for businesses;
should also be easy to remove. The National
improving the overall aesthetic; providing
Association of City Transportation Officials
spaces for bike parking, and creating buffers
(NACTO) provides guidelines for parklet
between pedestrians and motor vehicles.
design. Examples of communities in Texas with
Parklet (Portsmouth, New Hampshire) Parklet (Weatherford, Texas) Parklet (Mansfield, Texas)

2. Events - Consider diversity when
Diversity adding new Downtown events, or
when programming for existing ones.
A Downtown area traditionally serves as a
The MLK March to Downtown is one
meeting ground for people from all walks of
example of an event that should continue
life, providing a place for cultural exchange and
to be promoted. Additionally, Seguin
connection. Seguin, being a diverse community,
should continue to offer a variety of
exemplifies this role. Census data reveals that
programming for the Central Park summer
the majority of people in the community are
concert series.
of Latino ethnicity, while African Americans
are a significant minority. The City also has a 3. Business Support - This report
rich history dating back to its Native American recommends different strategies to lower
(Tonkawa) roots. This diversity is evidenced the barrier to entry–and provide support–
by the presence of the first African-American for Downtown businesses. Crucial to this
business in Texas, the Guadalupe Pottery, will be communication with community
established in 1857, and the largest distributor and business leaders to help recruit local
of Polish pottery in the world, Polmedia Pottery. entrepreneurs.
Interviews with many Latin American and 4. Window Displays - While window
African American residents expressed a displays will be the responsibility of each
sense that Downtown was “not for them.” property/business owner, this report
There was no general sense that they were recommends that the City bring in various
unwelcome, were excluded, or would be organizations to help curate window
treated poorly, but there was a broad sentiment displays.
that Downtown offered little of interest, in
general, to their communities. It is difficult to It is recommended that the City remain in close
recommend specific action steps or metrics communication with civic leadership groups
to address this issue to enhance Downtown. such as the Seguin & Guadalupe County
Rather, it is recommended that the City Hispanic Chamber of Commerce, and cultural
proactively integrate diversity into various organizations such as the Teatro De Artes De
recommendations made in this report. For Juan Seguin to implement these initiatives.
example:
1. Public Art - As public art is added to

Downtown, ensure that it represents
the diverse history and culture of the
community.

Redevelopment Opportunities
Adaptive Reuse
In Downtown Seguin, this has been
demonstrated by the conversion of former
homes into offices and retail spaces. However,
adapting larger structures, such as schools,
churches, government complexes, and sizable
offices, often requires a more flexible approach.
This may involve developing innovative, creative
uses; subdividing properties to accommodate
multiple users; and creating an environment that
supports micro-entrepreneurs. The Backyard
Seguin is an excellent example of adaptive
reuse on a larger scale. It is a former elementary
school that has been transformed into a bar and
food truck court located just a few blocks away
Adaptive Reuse Opportunity - Guadalupe County Offices
from the Downtown core.
The potential vacancy of Guadalupe County’s

properties in Downtown Seguin presents
both a significant threat to the district’s
vibrancy and economic sustainability, as well
as a transformative opportunity. However, this
opportunity is unlikely to materialize without
a creative strategy for the adaptive reuse of
the buildings. This is particularly true of the
2.5-story, 55,300-square-foot Justice Center
building. Examples of potential reuse may
include makers’ spaces (which give individuals
borrowing access to tools and technologies);
studios and artist spaces; extensions of TLU
or Seguin ISD services; flexible, community
meeting spaces; and general or specialized
office uses. Most likely, it will be a combination
Example of Adaptive Reuse - The Backyard Example of Adaptive Reuse - The Backyard

of these uses. This report recommends reaching Other obvious potential opportunities for
out to the community to identify people who adaptive reuse include the former Park Plaza
may wish to use the space and using this Hotel, the 7,500-square-foot former Olivia
information as the basis for a Request for Mansion (at 409 N. Austin Street), and the
Proposal (RFP) process. former AT&T building (just outside the study
area). It is worth noting that the Saegert Middle
Wells Fargo Bank, which is considering School, although currently outside of the study
relocating from its current location, offers area, holds significant potential as an adaptive
another potential opportunity. While the upper reuse opportunity. While a portion of the
story may continue to be various small offices, complex is still actively used by Seguin ISD, the
the first story—which hosts the bank—should City has purchased approximately 1.3 acres of
be considered for adaptive reuse. Because the the property for use as a pickleball facility. The
size is more modest, the barriers to reuse are strategic use of this property is important due
fewer. However, the lack of entrances across to several reasons, including its location on
from Central Park, except at the corner, as W. Court Street, the large amount of open
well as darkened, recessed windows, limit the space that can be programmed for various uses,
natural interfaces between the parking and and its position as a terminated vista to the
the building. It is likely that the first story will west of Gonzales Street.
host activities under a shared, highly-visible
entrance.
Adaptive Reuse Opportunity - Wells Fargo Offices Adaptive Reuse Opportunity - Park Plaza Hotel

local individuals who may have resources, but
Infill Development Approaches might not be experienced developers. Various
groups are available to bring in consultants and
The presence of empty and underutilized lots
developers with strong track records to provide
in Downtown Seguin poses a challenge as
training, guidance, and mentorship for these
they disrupt the continuity of the Downtown
locals.
experience. However, these gaps—whether in
the form of entire lots, portions of lots, or even If properties are not ready for permanent
parking areas—represent opportunities for reuse, the City can explore periodic temporary
new commerce, residents, and public spaces activation such as the micro-retail treatment
in the district. Examples include entire vacant recommended in this Plan. The City can work
parcels (such as the St. James property on the with vacant property owners to get permission
southwest corner of Austin and Washington) for temporary use of these spaces for special
as well as parking areas with redevelopment events, vendor use, and other purposes.
opportunities (such as the lot south of Wells
Fargo Bank and City-owned parking lot at
the southeast corner of Donegan and Camp
Streets).
To address these issues, the City of Seguin

should proactively keep track of these spaces
and maintain close communication with their
owners. The City should also be aware of
potential challenges, such as environmental
concerns, and work to obtain grants or funding
where appropriate. Additionally, the City should
ensure compliance with code and maintenance,
as well as maintain an understanding of who
may be willing to sell their properties at what
cost.
The small size of the potential sites will

likely make most Downtown Seguin projects
infeasible for larger developers. However, there
are likely numerous small investors who may
be interested in building infill developments
on some of the lots. The ideal choice may be

Case Study: Killeen Vacant
Structure Registration Program
The purpose of the Vacant Structure Vacant Building Ordinance
Registration Program is to support the
revitalization of Killeen’s Historic District. Vacant buildings represent considerable missed opportunities for Downtowns - particularly at the
Over the past several years, Downtown storefront level. Even if well-maintained, they are typically spots of lifelessness where there could
Killeen has suffered considerable be commerce, human activity, and an increased tax/employment base for the City. Owners of such
disinvestment and the number of vacant buildings often allow them to fall into disrepair, representing an eyesore in an area where others—
or underutilized buildings has steadily including the City—have made substantial investments. A vacant building ordinance takes steps to
increased. The goal is to encourage the address this, ensuring (at a minimum) that building owners develop plans to get their properties in
establishment of new businesses and good condition.
create vibrancy in the Downtown area. and directing them towards available resources
By encouraging negligent and absentee Step 1: Assess Vacant Storefronts/
to help address any issues.
property owners to take responsibility Buildings
for their vacant properties, the intent is The City should begin by defining and assessing Step 3: Create a custom program tailored
that prospective business owners will find current Downtown vacancies. Data to be to Downtown Seguin’s needs
suitable locations in which to establish included may include: Once all vacancies are registered, the City
or expand their business and will feel
can determine what type of program will fit
confident to invest in Downtown Killeen. Ownership
Downtown’s needs. One important factor is the
Amount of time vacant extent of investment needed to get properties
This program is geared toward buildings
within the Historic Overlay District (HOD) Known code violations/safety concerns into “white box” condition, where they can
that have been vacant for more than one Ground floor vs. upper-story vacancies get a Certificate of Occupancy. Should major
month. The ordinance defines a vacant investments be needed, the City may consider
If there is a Certificate of Occupancy for creating low-interest loan programs or other
structure as one in which “all activity for the building
which the structure was built or intended to subsidies to help facilitate improvements. If not,
General building and storefront a lighter approach may be warranted.
be used has ceased, or reasonably appears
appearance
to have ceased, for thirty (30) days or
The most obvious strategy is to assign an
more.” Step 2: Create registration requirements employee to Downtown code enforcement,
This ordinance requires the owners of The City should implement a registration create warnings when needed, and consistently
vacant structures within the HOD to register program for owners of vacant Downtown cite code violations. However, “sticks” such as
their property with the City’s Planning and properties, which includes a fee for registration this should be balanced with “carrots” that offer
Development Services Department with an and fines for non-compliance. The program mutual benefits to all parties. Leveraging facade
annual registration fee. should also require property owners to submit monies and other available funds may help to
plans for addressing any outstanding code support improvements. Another strategy may be
issues. The program should be focused on to work with property owners to leverage state
fostering communication with property owners and federal historic tax credits.

Programming
Pop-Up Retail Marketing and Event
Pop-up shops, otherwise known as short-term Management
retail, are businesses that open within vacant (or
underutilized) storefronts for a short period of This report recommends substantial
time. They allow a creative business owner to enhancements to both daily activities and
test a product or service to see if it has a viable special events. It is recognized that all of
customer base at little overall risk. Additionally, the entities who would likely participate in
they can support creative or playful short- to running events—including Main Street, Parks
medium-term concepts. While some may evolve Department, and the Downtown Business
into traditional brick-and-mortar businesses, Alliance—have limited bandwidth due to their
others may well become recurring temporary numerous other responsibilities. To address this
enterprises. challenge, one solution is to delegate some
of the event planning to event management
To make pop-ups viable, the City of Seguin firms. Some of these firms are small (often with
must work closely with code compliance to a sole proprietor and contract staff), with strong
establish temporary permitting processes, connections to local vendors and performers.
including temporary Certificates of Occupancy Their relationships raise the stakes for their
(COs). It should also maintain an up-to-date vendors—ensuring that they are more likely
inventory of vacant storefronts, storefronts to attend when promised. Furthermore, these
with extra spaces for activities, and potential firms are usually adept in finding vendors
vendors. The inventory of spaces should and sponsorships. While these provide
document owners’ willingness to collaborate some funding for events, the City can also
with the program, CO-readiness of buildings, supplement its income, using funds that may
and other factors. otherwise have gone to additional City staff.
The City may also consider requiring

participation in pop-ups as a condition of
substantial subsidies or investments. In such a
case, the City may create guidelines for popups
(including such factors as hours of operation,
tenant/landlord responsibilities, and window
displays) while also providing marketing and
other support. Participation in special events
such as Third Thursdays may be encouraged or
required.

Some of the recommendations are focused
Business Incubation and Small on testing new ideas through incubating
Business Support small businesses that have the potential to
grow. Many of these businesses may thrive
Thriving and distinctive downtown areas indefinitely at the first step of incubation; a
require high-quality retail, food and beverage, successful hot dog stand or Italian ice stand can
and personal service establishments. Without greatly benefit Downtown for decades. Others
unique local businesses, there is little incentive may prove themselves and grow to fill larger
to visit or support a downtown district, structures. Strategies for food trucks, trailers,
regardless of how much investment has been markets, pop-up retail, and business incubators
made in infrastructure. These businesses have fall into these categories.
an outsized impact on the City’s culture, the
local economy, and public perceptions of the Other recommendations are focused on
City as a whole. supporting existing businesses and helping
them grow. Close, active partnerships with the
Unfortunately, various barriers to entry make SBDC, small grants/loans, and facade programs
it difficult for them to start or be sustained. fall in this category.
In addition to competition from well-funded
national chains, challenges may include Promoting Downtown and developing engaging
little-to-no business experience, lack of a events will attract new visitors, benefiting these
proven market, limited credit, funding, and businesses directly.
other factors. Taking on a long-term lease
and making significant improvements to a
building can involve a substantial amount of
risk for a potential business owner, which may
make them less attractive to a landlord than a
national tenant with established credit. Most
cities eagerly subsidize the out-of-town large
corporate businesses, which compete with
local businesses but do little to help mom-
and-pop operations. This report makes several
recommendations that Seguin take proactive
(but modest) steps to build and support them.

Transportation and Connectivity
to use more remote spaces, while informing
Parking regular customers of available spaces. Improved
wayfinding and the creation of subdistricts will
Seguin has ample parking for most uses—at
make people more aware of the connections
least within a modest walking distance. The
between available parking and their
distance required to walk to a destination may
destinations. Clear agreements with parking
often be shorter and more pleasant than a
lot owners can ensure that spaces are available
crowded supermarket parking lot. However,
(and marked) during non-peak hours (e.g.,
there is a broadly perceived parking issue,
during weekdays for churches, or weekends and
which discourages some people from visiting
evenings for banks and government offices).
the district. This is the result of several issues
Finally, addressing dead zones, in the long
which are almost universal of downtowns:
term, will help to address gaps and ensure that
Much parking is available, but not clearly people will use remote parking spaces.
marked,
Specific strategies may be tested during special
Visitors (and even locals) are sometimes events and may be extended into the long
unfamiliar with available spots, or
term if found effective. For instance, the use of
overestimate the distance to parking
areas, shuttle buses to access remote parking during
events could be leveraged as a prototype for
Business owners and employees often use regular shuttle services on weekends or every
prime spots during the day, day.
Many users assume there should be
parking immediately at their destination—
an unrealistic expectation in a downtown
context, and
There are dead zones between available
parking spots and destinations, limiting
the distances pedestrians are likely to
cross.
The reprogramming of some parking spaces is

essential to creating gathering spaces, outdoor
dining, and so forth. A comprehensive approach
to parking will help to address all of the issues
which currently serve as barriers. For example,
the DBA and Main Street can work together
Example Parking Wayfinding Sign (Bentonville, Arkansas)
to encourage business owners/employees

Transit
Transit in and near Downtown Seguin is
currently limited, with minimal hours of
operation and only two bus stops: one by
Central Park and another adjacent to the Seguin
Public Library. These facilities offer a starting
point to attract people from other parts of
town—including TLU’s campus—and allow
access to and from Downtown to those with
limited or no car access. In addition, the transit
stop can be used for shuttle buses, which can
help visitors easily reach remote parking or
explore other highlights of the City.
The current bus stop in the study area is often

unnoticed, even by regular users of Downtown.
Furthermore, it offers no seating, shelter,
or other amenities. Seguin should work to
improve the visibility and comfort of the stops
and promote usage as an option. This will
help create the groundwork for success as the
system expands. Examples include creating
prominent signage, including the bus stop on
maps and wayfinding, and creating a highly
visible, sheltered station area with seating.
Semi-temporary creative bus shelters can be
provided through community efforts, and later
on, permanent shelters can be established.
The DBA briefly used a shuttle bus for special

events in the past, but it was discontinued due
to low ridership. Once improvements are in
place, the City and DBA should continue re-
exploring this shuttle.
Bus Stop at Seguin Public Library Bus Stop at Central Park

Map 23. Downtown one-way and Two-way street network
Convert One-Ways Streets

The street network consists of a combination
of two-way streets and one-way couplets.
This network causes confusion for visitors and
reduces the overall navigability of Downtown.
Removing the one-way streets can help improve
vehicular connectivity by reducing confusion
and increasing the number of connections for
vehicles to use. Converting roadways from one-
way to two-way will require coordination with
TxDOT and engineering feasibility studies to
confirm there is sufficient space right-of-way to
allow for two-way traffic and on-street parking,
where applicable.
Initially, Camp Street and River Street should

be considered for conversion from one-way to
two-way traffic. Long-term, additional roadways
can be considered for conversion to two-way
traffic with the ultimate goal of converting all
roadways to two-way traffic.
existing Two-way
existing one-way
proposed one-way to Two-way Conversion N
Downtown study area boundary Scale: N.T.S.

Pedestrian Environment and Remove Courthouse Turn
Safety around lanes
The extensive sidewalk coverage in the core of

Downtown Seguin provides a basic foundation
for walkability. However, pedestrian conditions
in much of downtown do not exceed this
standard, thus compromising the comfort—
and even safety—of pedestrians. This has a
direct impact on the quality of the Downtown
experience for locals and visitors alike. It is enhanced
important to emphasize that changes on Austin Crosswalks
Street or Court Street will require TxDOT
coordination.
A number of recommended improvements may

help to address these less-than-ideal conditions.
Create curb extensions (bulb-outs)

Create decorated crossings
wider
Widen and enhance sidewalks sidewalks
Remove the courthouse turnaround lanes
Reference the Master larger

Thoroughfare Plan bulb-outs
The Master Thoroughfare Plan guides the
future development of mobility infrastructure
for the City, including the Downtown area.
This document should be referenced to ensure
alignment with the pedestrian and vehicular
improvements to Downtown streets and the
surrounding areas.

allow a greatly-enhanced pedestrian buffer
Create Curb Extensions Remove the Courthouse adjacent to the public space blocks on the
Curb extensions, or bulb-outs, are expansions Turnaround Lanes two most important streets in Downtown, and
of the sidewalks into parking lanes, generally at would allow for safer crossings at two key
The block of Court Street between Austin intersections. This represents an opportunity to
corner crosswalks. These have a double benefit Street and River Street has been designed as a
for pedestrians: they signal to motorists to drive make a transformative pedestrian improvement
turnaround, effectively encouraging motorists at very minor inconvenience to motorists, and
with the speed and caution appropriate for a to drive full speed around the corners. Several
downtown district, and they reduce crossing can be tested at low cost through a variety of
specific design features support this, including temporary barriers and pavement treatments.
distances for pedestrians. This second point is a wide turning radii at both corners, and a
particularly important for people with mobility While this will require TxDOT collaboration, it is
reduced pedestrian zone to allow a lane of a worthy project.
limitations. As an additional benefit, curb fast-turning automobiles. Most notably, crossing
extensions can improve Downtown’s overall conditions at both intersections are deeply
aesthetic and help to create a reinforced signal compromised, as pedestrians are forced to use
that one has reached a special destination. a small island in order to cross.
Curb extensions can be created temporarily; Eliminating this turnaround would require
actions as simple as laying out cones with motorists to drive and turn at a normal,
supporting visual cues can help to demonstrate appropriate speed. In addition, it could
potential concepts.
Enhanced Curb Extension and Crosswalk (Edmond, Oklahoma) Existing Crosswalks and Turnaround Lane at Court and Austin Streets

Create Decorated Crossings
Creative, highly-visible crosswalks provide both
safety and aesthetic benefits to Downtowns and
other walkable districts. These crosswalks can
help reinforce the idea that one is in a special
district, and strengthen Downtown’s overall
sense of place. In addition, they add emphasis
and visibility to the crossing area, creating
strong visual cues that pedestrian activity
should be expected. A 2022 study funded by
Bloomberg Philanthropies provided substantial
evidence that asphalt art at crosswalks
decreased both the frequency and severity of
crashes.
Decorative crosswalks can be created Decorative Crosswalk (Fort Worth, Texas) Decorative Crosswalk (Rockwall, Texas)
temporarily, at low cost, using various materials,
including chalk, roofing tar paper, temporary
paint, duct tape, etc. Thermoplastic is a more
expensive material, but may be appropriate as
a longer-term solution and can be attractive
and creative. In the long run, larger capital
improvements may result in bricks and
pavement treatments at these crosswalks.
Decorative Crosswalk Rendering (Victoria, Texas)

Widen and Enhance Sidewalks
Sidewalks provide the most comfort when
there are buffers, such as trees or streetlights,
between the pedestrian realm and the vehicular
corridor. Parked cars can serve some of that
purpose, but a more complete “furniture zone”
(including such elements as lighting, benches,
kiosks, bike parking, etc.) creates a more
complete pedestrian experience.
Reconstructing streets to support improved

pedestrian conditions is worthwhile, but it
can also require significant time and financial
investment. As a more interim solution, creation
of parklets can be a partial solution to this
challenge, which will provide various other Sidewalk Streetscape Amenities (Highland Park Village, Texas)
benefits to the City.
Sidewalk Streetscape Amenities (Tulsa, Oklahoma) Sidewalk Streetscape Amenities (Round Rock, Texas)

IMPLEMENTATION
Implementation
Seguin is unusual for a Downtown of its size in that there has been
consistent attention to detail over many years. Many of the fundamental
improvements that are lacking in other historic Downtown areas have
already been implemented. The recommendations in this plan are
focused on addressing a small number of issues, including a shortage
of programmable public space; unclear wayfinding within Downtown;
and a limited visible evening activities. This report includes 58 specific
implementation recommendations, in four categories:
Built Environment
Operational & Programming
Policy & Regulatory
Economic Development & Finance
While this is a substantial number of recommendations, many are closely

connected to, and deeply interrelated with, each other. It is anticipated that
progress on some of the recommendations will reduce barriers to success
in others. Some of the recommendations are “keystones”, which can help
to make the larger ideas possible. For example, the public’s concerns about
parking are a barrier to broader reuse of both on-street parking spaces
(as parklets) and parking lots (as programmable public spaces). Improving
wayfinding and establishing parking agreements may help to build support
for freeing up these spaces. Similarly, the plan relies on a number of
“micro” businesses activating spaces, either temporarily or permanently.
An entrepreneurial support ecosystem is needed to create and nurture the
necessary business owners.
Accomplishing all of the recommended task in the course of only a few

years is unlikely. In some cases, the funding, partnerships, or political
will to carry out certain tasks may prove insufficient for the time being. In
other cases, unanticipated opportunities may arise, supporting projects
the implementation of projects ahead of the suggested schedule. This
Implementation Plan aims to serve as a tool to guide implementation of the
recommended actions over time to avoid potential disruptions and achieve
the ultimate vision.

Incremental Approach
Commonly, cities take an “all or nothing” While this plan does recommend some large
approach to redeveloping their Downtown. investments which require considerable capital,
The instinct to do so is understandable; when these are not the starting point. Rather, the
challenges seem daunting or have developed recommendations are focused on what can
over decades, it often appears wise to pour be done in the here and now - and can be
large sums of money and take large risks to take extended if successful, or reversed if not.
transformative action. On the other hand, taking These will serve as the foundation for larger
modest actions is sometimes considered to investments. The presence of a highly engaged
reflect a smallness of vision. Main Street Manager, an active Downtown
Business Alliance, provide a foundation for this
Unfortunately, this leaves many cities doing little approach.
for years, forgoing visible opportunities to make
improvements while they wait for the next grand
plan, big development, or large infrastructure
project. When these large improvements do
come through, they are often a disappointment,
having been largely untested and unsupported
by fine-grained attention to detail.
Where the opportunity presents itself, it is

advisable to take small steps to test out an
idea before committing to full implementation,
which may require a large amount of capital
investment. Examples may include using
temporary tools like paint, tape, cones, and
chalk to test out new roadway configurations
or temporarily shutting down a section of
roadway for a festival to test the appetite for
a full conversion to a pedestrian boulevard.
These small steps allow the City to confirm
the feasibility of proposed projects and gain
community backing by presenting the concept
where the community can interact with the
space in the real world.
Incremental Approach of Bulb-out Extension

Photo Source: Street Plans Collaborative
Implementation 93
Economic Development Strategies
There are a variety of public policy tools that the City can use to fund the implementation of the Downtown Plan. Depending on the specifics, state
law might dictate the parameters under which each incentive can be utilized. To successfully execute the Implementation Plan, the City and other
stakeholders will need to expand the funding strategies available, combine resources for larger projects, and formalize a predictable long-term
funding stream for Downtown that allows for multi-year projects.
Funding Tools Economic Development Sales Tax (EDC)

There are a variety of financing options that can be used to help Economic Development Corporations (EDCs) are governed by Chapters
implement this Downtown Plan. Each possible tool should be examined 501, 504, and 505 of the Texas Local Government Code. A Type B can
to determine when it may be most appropriately used. In most cases, use its sales tax for a variety of business development purposes. Type B
funding could include a combination of private sources, City funds, corporations may pay for land, buildings, equipment, facilities, targeted
County funds, Tax Increment Reinvestment Zone funds, improvement infrastructure, and improvements for:
districts, tax abatements, and state and federal grants.
Professional and amateur sports and athletic facilities, tourism and
There are three types of economic development and incentive entertainment facilities, convention facilities, and public parks
mechanisms that the City can implement as the tools to spur private Related store, restaurant, concession, parking, and transportation
investment in Downtown. These include: facilities
Related street, water, and sewer facilities
Public-born actions to help prepare a larger development
landscape for private investment. Affordable housing
Public actions simultaneous with private investment to induce the To promote and develop new and expanded business enterprises that
desired development form, pattern, and density in this Downtown create or retain primary jobs, a Type B EDC may fund:
Plan.
Incentives to reduce the risk of project development. Public safety facilities
Recycling facilities
The following are recommended financing tools, programs, and potential
funding sources. Streets, roads, drainage, and related improvements
Demolition of existing structures
Public-Private Partnerships General municipally owned improvements
Public-private partnerships provide the opportunity to leverage the Maintenance and operating costs associated with projects
resources of the City and private sector to more effectively implement
Seguin Economic Development Corporation (SEDC) is a Type A EDC,
Downtown recommendations. Many of the projects contemplated could
which substantially limits its ability to pursue the types of ”quality of life”
include a public-private partnership component, typically defined as part
projects that are needed for Downtowns. It is recommended for Seguin
of a formal development agreement or Chapter 380 agreement. Public-
to explore the adoption of a Type B EDC by either replacing the Type A
private partnerships in Downtown may include infrastructure projects,
with a Type B or maintaining both.
financial incentive programs, and land assembly programs.

Tax Increment Reinvestment Zone (TIRZ) Figure 15. How a Tax Increment Reinvestment Zone Works
In Texas, Tax Increment Reinvestment Zones (TIRZ) are implemented

under Chapter 311 of Texas Local Government Code. These districts
capture certain property tax revenue generated in the district, which
is then reinvested through the development of infrastructure and
improvements. TIRZs operate with the idea that the cyclical connection
between property tax revenue generated by private investment within
a district, when applied to public investment within the same district,
creates a snowball effect in which redevelopment is encouraged and
accelerated (see Figure 15).
Upon creation, the assessed property value of a geographic area

is locked-in as the base value. As investments occur and valuation
increases, the property tax revenue generated from the value above
the base value is captured and reinvested within the district. Preliminary
evaluation suggests creation of a TIRZ will help provide funding
for implementation, thus a TIRZ should be considered. Even small
amounts of revenue generated can prompt establishment of the cyclical
investment pattern and help to finance needed improvements in the
Library improvements
area.
Park, recreation, and cultural improvements
Public Improvement District (PID) Landscaping and other aesthetic improvements
Art installation
In contrast to a TIRZ, a PID is a special district where all properties receive
an additional assessment based on a fixed rate. PIDs are permitted under Creation of pedestrian malls
Chapter 372 of the Texas Local Government Code as a type of special Supplemental safety services, including public safety and security
assessment enabled for cities and counties. The funds generated by the services
special assessment tax are reinvested in the district for the following Supplemental business-related services for the improvement of the
eligible activities: district
Water, wastewater, health and sanitation, or drainage improvements PIDs are often used in combination with TIRZs to “buy down” the PID
Street and sidewalk improvements rate, or to fund capital projects with a TIRZ and operations/services
Mass transit improvements with a PID. PIDs are most effective when the geographic area is larger;
Seguin should work closely with financial advisors to determine the
Parking improvements
appropriateness and effectiveness of a PID in Downtown.
Implementation 95
Priority Recommendations
This plan includes 58 recommended actions.
While each serves to further the vision and
goals established in this Plan, it can seem
overwhelming. Following adoption of a plan, TOP TEN PRIORITY ACTIONS
it can be difficult to know where to start.
Additionally, there can be added pressure from
the community to see immediate changes in BE-1 Install Public Restrooms
Downtown. As a result, ten recommended
actions, in no particular order, have been BE-2 Redesign Central Park
identified as priority actions that can provide
BE-5 Install Cross-Street String Lighting along Pedestrian Corridors
quick wins or be transformative in the short-
term. OP-1 Create and Manage a Parklet Program
These ten priority actions are not required to OP-6 Support Window Displays and Storefront Enhancements
be the first actions to be completed; the City
should take advantage of opportunities to OP-11 Create a Parking Agreements and Management Strategy
implement other plan recommendations as
partnerships and funding become available. OP-12 Create a Maintenance, Programming, and Upkeep Strategy for Public Spaces
These actions provide a starting point for
OP-17 Create Visual Cues to Bring Attention to Moderate-Distance Parking Lots
implementation and guidance for plan
administrators. PR-2 Consider Creating a Vacant Building Ordinance
All these actions do not need to be ED-6 Create a Downtown Tax Increment Reinvestment Zone (TIRZ) and/or Public
implemented in the short-term, but if Improvement District (PID)
most of these ten efforts are completed,
implementation should be considered a success
and celebrated. It is likely that accomplishing
these ten actions will create the momentum to
carry through implementation of the remaining
actions.

Implementation Plan
Implementation Plan Elements
The implementation plan tables organize the actions necessary to bring the recommendations in the Downtown Plan to reality. Each action, either
individually or combined with other actions, supports the implementation of the Downtown Master Plan recommendations and, ultimately, the vision
for Downtown Seguin. Each action includes a detailed description, implementation timeframe, key entities, and, where applicable, incremental steps.
Actions
Each action is intended to support one or Short-Term (1-3 years)
more recommendations of the Master Plan.
Key Entities
The table includes a detailed description of Actions that are typically “low-hanging fruit” or Key Entities identifies the primary departments
the action. In many cases, a recommendation easier to achieve because they do not require a and organizations necessary for implementation
may catalyze subsequent actions. Action items large amount of capital. of the individual recommendation. Creating
should be completed as opportunities arise or partnerships between these groups is an
funding sources become available to support Mid-Term (4-6 years) effective way to achieve a recommendation.
implementation.
Actions that may require more planning and
Incremental Steps
Implementation Timeframe capital than the short-term 3-year horizon.
Incremental steps are actions or steps that
The implementation timeframe indicates the Long-Term (7-10 years) can be taken in the short-term prior to full
approximate start time for each action. Some implementation of the action. Incremental steps
actions may involve activities that set the Actions that generally need a large amount
of capital, require significant planning and provide opportunities to test ideas or designs
stage for later initiatives or require prerequisite at low cost by using temporary methods before
activities prior to implementation. These coordination for completion or other steps must
take place before implementation. In some investing in full implementation.
timeframes are identified as a resource for
future planning. Actions can take place during cases, there may be opportunities to make
an earlier or later timeframe depending on some initial progress in the short- or mid-term.
changing circumstances or when opportunities
become available. On-Going (10+ years)
Recommendations that do not have a specific
timeframe for implementation, are continuously
implemented, or should be revisited regularly
throughout the life of the recommendation or
implementation of the plan.
Implementation 97
Built Environment
Initiation Time Frame
Rec Action Items Key Entities Incremental Steps
Short Mid Long Ongoing
Install Public Restrooms

Install public restrooms in or near Central Park to support Downtown visitors and promote
longer visits. The restroom is recommended to be located on or near Donegan St., between CMO, MSP, PARK,
BE-1 the courthouse and Central Park. After installation of the restrooms, ongoing funding (or staff PW
N/A
allocation) should be earmarked to ensure cleanliness and maintenance in addition to the initial
construction costs.
Redesign Central Park

A tasteful, context-sensitive redesign of Central Park will support both daily activation and more
frequent activities in Central Park. This can attract a variety of visitors at different times, increase Put out lawn games,
safety, and support an engaging space with greater potential for night programming. Proposed temporary furniture,
improvements should include renovation/restoration of the New Deal era fountain to improve temporary public art,
its longevity and address operational issues, public seating options to support different uses and other amenities
BE-2 (tables, conversation chairs, etc.), a play area scaled appropriately to the context/architecture CMO, MSP, PARK in Central Park
potentially as an interactive art element, a water plaza befitting unstructured programming and the to assess public
architectural context, and lawn games. While initiation of the park redesign should begin as soon interest before
as possible, improvements may continue for subsequent years. Due to the sensitive nature and making a long-term
history of Central Park, inclusion of a significant public participation element to define the program investment.
and design is strongly recommended to ensure buy-in and that the space is welcoming for all.
Establish Landmarks at Downtown Gateways

Establish landmarks at the primary north/south and east/west entry points to Downtown on Austin
and Court Streets. Develop gateways using signage, landscape, and public art to enhance visual
cues, indicating the entry into the Downtown district. Ensure that designs create visual cues for
both pedestrians and motorists. "Gateways" do not need to be an arch; various forms of signage
and public art can also serve as gateways. Minor gateways can also be established to designate
the entry to the subdistricts as identified in this plan and other Downtown destinations, such as
Walnut Springs Park and the Memorial Rose Garden. Major gateway locations recommended in Create temporary
this plan are: CMO, MSP, DOT, public art as
BE-3 SAL gateways during
Austin St. and Walnut St. special events.
Court St. and Milam St.
Austin St. and Washington St.
Court St. and Bowie St.
For implementation, the RFP, planning and design process can being in the short-term. Permanent
construction of the gateway features and later implementation phases may take place in the mid-
to long-term time frames.
CA - City Attorney DBO - Downtown Business Owners GCO - Guadalupe County PLAN - Seguin Planning & Codes SCS - Seguin Conservation Society
CMO - City Managers Office DOT - TxDOT LIB - Seguin Public Library PTH - Palace Theatre SD - Seguin Streets Department
COC - Seguin Area Chamber of DPO - Downtown Property Owners MSP - Main Street Program PW - Seguin Public Works TJS - Teatro De Artes De Juan Seguin
Commerce EDC - Seguin EDC PARK - Seguin Parks & Recreation RISE - Rise Coworking TLU - Texas Lutheran University
CVB - Convention and Visitors Bureau FIRE - Seguin Fire Department PE - Parking Enforcement SAL - Seguin Art League TTH - Steven & Mary Birch Texas Theatre
DBA - Downtown Business Alliance FUB - First United Bank PIO - Public Information Office SBDC - UTSA SBDC

Implement Pedestrian Wayfinding Signage

Develop and install uniquely branded pedestrian-scale directional signage to direct pedestrians to
key locations throughout the greater Downtown (e.g., Historic Village, Walnut Springs Park, Seguin Low-cost interim
Public Library, etc. Such signage should emphasize walk time (and bike time for more distant signs (e.g., Walk
locations). [Your City]) may
BE-4 CMO, SD, PW
be tested until
While the City should ultimately be working toward a Comprehensive Wayfinding Plan, this permanent signage
signage can be tested in order to assess appropriate destinations, locations, size, and other is installed.
factors, and to get public feedback. This can be combined with maps (printed or posted) that
include key locations, districts/corridors, business subdistricts, etc.
Install Cross-Street String Lighting along Pedestrian Corridors

Install cross-street string lighting along pedestrian corridors to create ambiance, increase safety,
create greater visual attraction and encourage evening outdoor activity. String lighting should be
particularly implemented along the following corridors:
Donegan Street between Camp and Austin Streets (Potentially extended from Travis to
River) CMO, MSP, PARK,
BE-5 DOT, SD, PW
N/A
Gonzales Street between Camp and Austin Streets
Cross-street lighting can be an effective way to strengthen sense of place and attract attention to
an area. However, it is our recommendation to use it sparingly and strategically in the pedestrian
corridors where it is likely to have the most impact. As of this writing, Donegan (from Travis to
Austin) is recommended as a prime candidate for this, with Gonzales (one block east or west of
Austin Street) as secondary.
Repaint and Enhance Crosswalk Markings

Work with citizens
Many Downtown Crosswalks are faded and have limited visibility. This serves as a signal to both
to create temporary
motorists and pedestrians that automobiles have priority throughout the district. While repainting
crosswalks at needed
faded crosswalks (particularly in the district's core) is a logical first step, vibrant, colorful crosswalks
points. Leverage
give drivers a particularly strong visual cue to slow down and yield to pedestrians. We recommend
BE-6 adding vibrant, colorful crosswalks or a change in paving material/texture as elements used to
CMO, DOT, SD, PW special events to
test responses and
encourage a walkable Downtown, ensure pedestrian safety, and improve Downtown’s image. Faux
ensure that the
brick crosswalks are another option.
crosswalks are well-
It should be noted that any alterations of the crosswalks on Court or Austin Streets will require used.
TxDOT collaboration.
Design and Install Custom Pole Banners

Commission custom pole banners using local artists/designs that emphasize Seguin’s history, arts,
and culture. This may combine banners with unifying themes throughout Downtown (themed after
Downtown or the City) with specific banners indicating subdistricts and circuits. CMO, DOT, PW,
BE-7 CVB, SAL
N/A
It should be noted that there are several pole banners adjacent to Central Park, but that there
may be potential to build new poles, particularly in conjunction with other street improvements.
For that reason, this should be considered both as an immediate opportunity and a longer-term
infrastructure project.
Implementation 99
Make Bus Stop Improvements

Currently, public transit in the City is limited to Connect Seguin, an hourly service that runs from
7 AM-5 PM. Connect Seguin has a stop in the core of Downtown (on Austin Street, near the
courthouse), as well as in front of the Library, but there is low visibility and no shelter. An improved
bus stop could be used for other types of transit (such as shuttle buses for special events), and Work with citizens to
would serve as the foundation of a future enhanced system. The improvements should have three CMO, DOT, SD, LIB, create highly-visible
BE-8 primary purposes: 1. To ensure that the system is visible to users of Downtown; 2. To advertise PW, SAL semi-permanent bus
schedules and locations; and 3. To improve the comfort of users. stops/shelters.
Examples of improvements could include a small shelter, more prominent signage, a system map,
a schedule, and public art installations. The City should work with TxDOT to implement color
pavement markings (or colored paint) to increase the stop's visibility.
Create an Adaptive Reuse Strategy for Downtown Buildings

Create an adaptive reuse strategy in anticipation of Guadalupe County moving its operations;
this should be done in conjunction with TLU, Seguin Economic Development Corporation, and
BE-9 other entities. Based on this strategy—and feedback from residents—the City should create RFPs CMO, MSP, GCO N/A
for adaptive reuse. This may also apply to other large buildings which are—or may soon be—
available.
Support Lighting on the Interiors and Facades of Buildings

While this report strongly recommends that the City work to enhance window displays, these
displays will fail to enhance Downtown during evening hours—unless they are lit. Engaging
displays with lit windows will be key to creating a sense of life and energy during the evening—
BE-10 especially before a critical mass of evening events is established. In addition, these greatly DBA, DPO, MSP, SAL N/A
enhance the sense of place in Downtown. The Seguin Art League's storefront is a good example
of this. The City may consider working with business/property owners to assess what storefronts
are currently equipped to support such lit displays. Based on this assessment, they may consider a
program of small grants to help support this.
Bicycle Parking & Bicycle Wayfinding

Create safe spaces for locking up bikes near activity hubs throughout Downtown. Include bike
travel estimates on signage to increase visibility of safe space for bikes. Consider noting bike travel
distances for assets accessible through the current and upcoming trail system, including TLU. One
opportunity is to use parklets can be used for bike parking - replacing one automobile space with
BE-11 several bicycle spaces. Seguin's 2018 bike share report provides a foundation for assessing high— CMO, SD, PW N/A
potential bike corridors and parking locations.
While this report recommends testing all wayfinding-related maps and signage before creating a
Comprehensive Wayfinding Plan, this will be particularly important for bicycles, due to the limited
experience in the current Downtown. Popular locations, routes, and destinations will emerge as
Downtown becomes increasingly accommodating to cyclists.

Increase Visibility of County Parking Garage

The Guadalupe County Parking Garage is underutilized on weekends and evenings, with many
visitors (and even locals) unaware of its accessibility to the general public or even its close CMO, MSP, DBO,
BE-12 proximity to the Downtown core. Prominent signage on Court Street, accompanied by maps and GCO, PE
N/A
wayfinding, can make it clear that public parking is available to help to better leverage this asset.
Less formally, Downtown businesses should actively promote use of this garage, where feasible -
both for themselves/their employees, and for their customers.
Improve Street Lighting

As reflected in this report's initial analysis, most of Downtown Seguin is very dark during the
BE-13 evenings. In addition to potential safety concerns, this creates a feeling of deadness in Downtown, CMO, DOT, SD, PW N/A
which is inconsistent with the goals of having successful dining and entertainment options in the
evening. While it is recognized that this is a substantial and multifaceted infrastructure investment,
it should be one of the City's ongoing priorities.
Create a Master Wayfinding Plan

A Master Wayfinding Plan will incorporate all of the ways that people orient themselves within
Downtown. This includes maps (both printed and posted), signage (oriented toward motorists,
pedestrians, and cyclists), and use of landmarks into a cohesive program.
BE-14 MSP, PLAN, EDC N/A
The Wayfinding Master Plan will include such elements as schematic designs, identification of
specific sites, and the creation/installation of the signs. As this plan emphasizes, it will be crucial to
ensure that the plan is rooted in actions already taken by the City; landmarks, subdistricting, and
low-cost signage and maps should already be in place when the RFP is released for the Wayfinding
Plan.
Conduct Improvements to Size, Quality, and Pedestrian Amenities on Sidewalks

Most of Downtown has functioning sidewalks. However, most of these sidewalks feature few
buffers (such as trees) to separate the pedestrian zone from the vehicular zone. While users of
Downtown may not be consciously aware of this, it tends to have an impact on people's sense
of safety and comfort. Additionally, sidewalk quality, consistency, and continuity falls drastically
BE-15 outside the Downtown core. Conduct improvements to Downtown sidewalks to increase the level CMO, DOT, SD, PW N/A
of safety and comfort of pedestrians. One obvious intent of the initiative is to make sure people
(including wheelchair users and those with strollers) have comfortable access to the street, while
allowing use of right-of-way for seating and other uses. More broadly, this will help support a
shared public realm that will support a variety of pedestrian activities. This will also lower the
barriers to expanding the Downtown core, or better connecting people who live in surrounding
residential areas.
Implementation 101
Bury Above Ground Utilities as Part of Planned Infrastructure Improvements

Several of the core blocks of Downtown Seguin feature buried power lines. In addition to helping
reduce power vulnerability due to inclement weather, this creates a more pleasant aesthetic;
BE-16 this contributes to the sense that one may have of entering a "special district" when one arrives CMO, DOT, SD, PW N/A
in the Downtown core. However, burying existing utilities is very expensive. As one potential
compromise, we recommend the City take on a policy of burying underground utilities when there
are major road repairs and other infrastructure improvements.
Reconsider the One-way Streets
BE-17 As noted elsewhere in this report, the one-way street system, while facilitating easier on-street CMO, DOT, SD, PW N/A
parking, has created a number of safety and logistical challenges in Downtown. The City should
assess potential strategies to reconfigure the streets into a two-way system.
Consider Installing Communal Grease Traps

Establish locations and install communal grease traps to reduce potential barriers to restaurant CMO, MSP, COC,
BE-18 DPO
N/A
growth in Downtown. These grease traps may serve traditional restaurants, "micro-restaurants" in
a potential business incubator, as well as food trucks.
Consolidate Waste Collection

Large numbers of decentralized dumpsters can be an eyesore — particularly as Downtown gets CMO, MSP, COC,
BE-19 more restaurants — and can limit the areas where people can comfortably linger. The City should DPO
N/A
work to facilitate centralization into a smaller number of dumpsters and install communal waste
collection within Downtown. It should also consider increasing frequency of garbage pickups.
Provide Public WiFi Infrastructure Throughout Downtown

Create a public WiFi mesh within Downtown, particularly near Central Park. This will help to attract CMO, EDC DBO,
BE-20 RISE, PW
N/A
Downtown visitors—both to the park and to local businesses. Less expensive alternatives—such as
a partnership with Rise or other businesses to provide public WiFi—should also be considered.
Create Temporary-to-Permanent Curb Extensions

Curb extensions are traffic-calming measures, which are used to decrease pedestrian crossing
distances, and slow motor vehicles, typically at intersections. These add to safety and comfort,
and help to ensure that people with mobility challenges have time to cross the street. Additionally, Create bulb-outs
they help to signal to motorists (and others) that they have entered a pedestrian-focused district. using temporary
BE-21 While permanent bulb-outs are generally most appropriate to plan for street reconstruction, CMO, DOT, SD, PW materials like paint,
temporary bulb-outs can be used in the interim, ranging from a multi-hour demonstration to a tape, cones, and
semi-permanent thoroughfare element. planters
It should be noted that close collaboration with TxDOT would be needed on either Austin or
Court; for the time being, the other Downtown streets may offer more opportunities for flexibility.

Operational and Programming
Create and Manage a Parklet Program

Test City sponsored
Parklets convert on-street parking spots into spaces for public use. While one common use is parklets to gauge
seating for restaurants, others may be more focused on serving as buffers (including bulb-outs at support from
corners); displaying plants; hosting games; or providing seating areas for the general public. The business owners and
City should create clear standards for allowing parklets; while they should be usable by businesses, MSP, DBO, DPO, residents.; Sponsor
OP-1 they should also be open to the public. In addition, rules should establish levels of subsidy (if PARK, DOT, SD an event, such as
desired) and necessary investment by private businesses. PARKing Day, for
business owners to
Parklets can range from the ultra-temporary (several hours) to the semi-permanent. The primary establish temporary
purposes include addressing a shortage of flexible outdoor spaces in Downtown Seguin, and parklets.
increasing buffers between the vehicular and pedestrian realms.
Develop a Pop-Up Storefront Program

Create temporary retail spaces in vacant or underutilized buildings to allow entrepreneurs to test
business concepts at reduced risk. This should be done as part of a larger business incubation CMO, EDC MSP,
OP-2 strategy—which can connect with food trucks and micro vendors, larger business incubation DBA, COC, DBO, N/A
spaces, and periodic markets. These programs can also be branded and promoted in conjunction DPO, PIO
with larger events. This may also be actively supported by other economic development
organizations. This model can be extended into cultural events (popup galleries, lectures,
performances, etc.) as well.
Create Activities at Donegan and Camp Parking Lot

The parking lot at the southwest corner of Donegan and Camp presents a prime opportunity for
a new programmable public space. However, the lot is currently used for County parking and is CMO, MSP, DBA,
OP-3 assigned exclusively to the County on weekdays. Work with the County to use the parking area on GCO, PARK, PW
N/A
weekends, perhaps for a farmers market or artisan market. This may involve special arrangements
to have insurance coverage, as well as ensuring that the parking lot will be maintained in pristine
condition.
Establish Subdistricts
Strengthening the districts will help to support the overall sense of place and legibility of CMO, MSP, DBO,
OP-4 Downtown, and increase the likelihood that Downtown users will visit multiple areas. This report PIO, CVB
N/A
recommends a conscious strategy to connect signage, banners, public art, and general branding/
marketing efforts towards clarifying and celebrating these areas.
Implementation 103
Activate Strategically-Located Parking Lots

While parking lots can reinforce "dead zones" interrupting Downtown continuity, they also
represent prime opportunities to create vibrancy. Activate strategically-located parking lots in
Downtown by incorporating opportunities for micro-vendors to line the parking lot and other CMO, MSP, EDC
OP-5 activities, where applicable, to encourage activity while drawing new visitors to the district. This SBDC, COC, FUB, N/A
can be supported by the entrepreneurial ecosystem as a whole, as detailed in this report. This PARK, PW
treatment can be used on parking lots that are underutilized or provide an opportunity to create
continuity in the urban fabric. The most conspicuous "Keystone Gap" is the First United block,
with a parking lot to the east and a little-activated facade to the west. Creating activity on this lot
is an obvious opportunity - but it is far from the only one.
Support Window Displays and Storefront Enhancements Test City sponsored

Establish a window display program to activate and create visual interest in vacant or underutilized window displays in
spaces, or in existing businesses which lack engaging displays. This could include local art, historic MSP, DBA, DBO, vacant spaces to
OP-6 DPO, CVB, SCS gauge support from
artifacts, business displays, and other creative uses. This can be supported by outdoor plantings,
seating, signage, and items of visual interest. The City may also consider setting aside modest but business owners and
consistent sources of funding for seasonal displays, such as the Downtown Scarecrow Competition. residents.
Expand Public Arts Program

Work with the Seguin Arts Commission, Teatro De Artes De Juan Seguin, and other entities
to establish an expanded public art program. This should include—but not be limited to—the
Seguin Squirrel Trail (i.e. painted statues). Of particular importance is that the standards meet
or exceed those set by the existing murals. San Marcos provides one nearby case study of a CMO, MSP, DBA,
OP-7 PARK, CVB, SAL
N/A
successful mural arts program. For all public art programs (and semi-public programs, such as
window displays), much of the focus can be on unique/quirky aspects of Seguin and its history or
even have Downtown businesses. They can play towards community holidays and events, such as
Third Thursday, Downtown parades, etc. Themes relevant to Seguin may include pecans, squirrels,
ghosts, pottery, nutcrackers, etc.
Assess Opportunities to Expand Evening and Weekend Hours

Work with business owners to create a strategy to extend “hours of operation." In particular, the MSP, DBA, PIO, CVB,
OP-8 DBA
N/A
Downtown Business Alliance may consider shifting the Third Thursday to a weekend evening, and/
or create strategies to expand into new businesses.
Leverage Marketing, Programming, and Public Arts Initiatives to Celebrate the Historic and
Current Diversity of Seguin CMO, MSP, DBA,
Many stakeholders reported that there were not, in their view, not enough proactive efforts to COC, DBO, LIB, PIO,
OP-9 CVB, SAL, TJS, SCS,
N/A
actively invite and include a diversity of residents in Downtown. For Downtown to be the common
ground for the entire community, the City should work purposefully to attract a broad range of DBA
people within the community. Sub-action steps are further broken down in this report.

Work with DBA to Establish Clear Goals for Downtown Events and Programs
Establishing clear goals for Downtown events can enhance the events themselves and provide
metrics to measure success. The more specific the DBA's goals are, the more it can assess its
OP-10 success in taking steps toward (and assess progress toward) those goals. Depending on the goals, MSP, DBA, DBO N/A
events can be specifically leveraged to achieve a specific purpose, such as help support local
businesses; invite residents to actively participate in supporting Downtown; allow entrepreneurs to
try business ideas at low cost; or test and observe the impact of temporary improvements (such as
street closures) at a high-traffic event.
Create a Parking Agreements and Management Strategy

While using parking more efficiently will support Downtown's economic development, it is also key
to freeing up lots and spaces for the types of uses recommended in this report. For that reason, it
is a keystone to these recommendations. The City should enter into formal parking arrangements
with entities with parking available during certain times; examples include Guadalupe County, First
United Bank, La Plaza Building, and Wells Fargo. In addition, the City should conduct a review of CMO, EDC MSP,
OP-11 DBO, DPO, PE
N/A
its own properties (such as City Hall) to assess what should be made available during non-peak
times. Clear signage and wayfinding should indicate this availability. Parking enforcement may be
leveraged to encourage the use of these spaces.
As part of this strategy, the City should observe the use of disabled parking spaces and interview
users to determine whether more spaces for people with disabilities are needed.
Create a Maintenance, Programming, and Upkeep Strategy for Public Spaces

As the City increases the number and intensity of public spaces, it will be important to ensure
these spaces are well-maintained and well-programmed. While the Parks and Recreation
Department (or perhaps Main Street) is the most obvious entity to manage maintenance, there
OP-12 may be an opportunity for a public/private partnership. For example, the City may forgo rent from CMO, MSP, PARK N/A
food trucks, vendors, or other small businesses to use city-owned spaces or city-funded programs,
instead entering into an agreement that the vendors would perform such maintenance functions.
Alternatively, they may direct the rent to a vendor manager, who may include maintenance as part
of their agreement.
Expand Third Thursday to Include all of Downtown

While many Third Thursday events have drawn significant crowds, businesses outside the
immediate Downtown core have reported poor attendance. A strategy should be pursued MSP, DBA, COC,
OP-13 to encourage people to visit all participants. While some tactics would be simple (offering DBO
N/A
punchcards, with a raffle for those who get all tickets stamped), others could help to address more
fundamental pedestrian issues (bringing activities to underutilized gaps to draw people to these
sections of Downtown).
Implementation 105
Support a Shuttle Bus

A well-branded shuttle bus at special events could help ensure that people can access relatively
remote parking areas and that they are well-connected between the various points in and through
Downtown. In addition, it could be leveraged to bring people to and from Downtown from events CMO, MSP, DBA, Utilize a shuttle bus
OP-14 DBO, TLU, CVB, for specific events.
in other parts of the City. One possibility is to partner with TLU to fund and operate a shuttle bus.
It should be noted that the DBA attempted a shuttle bus in the past, but the ridership was low. For
any future shuttle, the marketing, branding, and visibility should be closely assessed to determine
how it can be more successful.
Continue to Develop, Assess and Update Downtown Events

Assess Downtown events, including surveys of stakeholders regarding impact, income, and staff
OP-15 impact; best organizations to lead each event; and purpose/intent of the events. Seguin should MSP, DBA, DBO N/A
especially consider its unique history and multicultural attributes in programming events as
opportunities to differentiate itself from other communities.
Facilitate Theatre District Coordination

Support a partnership with Texas Theatre, the Aumont, Seguin Coffee Company, the upcoming
brewery, and other entities to create a branded district between Mountain Street and Ireland
Street on N. Austin. This may involve conscious coordination of Theatre events with other places MSP, DBO, DPO,
OP-16 TTH
N/A
in the district (e.g., a larger performance at the Texas Theatre), followed by a discussion, small
performance, or book signing at the Aumont. Ongoing coordination with business owners and
property owners will be required; however, creation of the district may be initiated in the short-
term.
Create Visual Cues to Bring Attention to Moderate-Distance Parking Lots

Based on conversations with various Downtown users, many people (particularly visitors) tend to
overlook some parking spaces near the core. Use of signage, creative pavement colorings, and CMO, MSP, DPO,
OP-17 GCO, FUB, PE
N/A
various visual tools will help bring attention to these areas. Examples may include the lot south of
Wells Fargo (at Austin/Washington); the lot north of City Hall (at River/Mountain); and the lots on
both sides of Camp between Walnut and Mountain.
Support Greater Use of Palace Theatre and Texas Theatre

The two Theatres are the primary evening anchors in Downtown. Neither are utilized to their full
potential. The City should proactively identify opportunities to use, market, and promote these MSP, DBO, DPO,
OP-18 venues for a variety of activities. One possibility which has been discussed is to have expanded TTH, PTH
N/A
movie nights at the Palace Theatre, in addition to having a bar or small restaurant which is open to
the general public. A privately-owned case study for that is the Texas Theatre in Dallas, which was
restored by a not-for-profit coalition and has been managed successfully by a private group.
Update Two-Year Main Street Transformational Plan
OP-19 Develop and publish an updated two-year action plan, cross-linking with the Four Points of the MSP N/A
Main Street Approach, actions listed in this plan (and steps towards those actions), and outcome
metrics. Publish status updates regularly.

Use Signage with QR Codes to Note Historic and Other Assets

Mark important assets with signage connected with QR codes, allowing people to scan in order to
learn more about the location. Once these are in place, walking maps can be used to permit self-
guided tours based on the individual's interests. It should be noted that the Park system already
has QR-based signage with links to the City of Seguin YouTube Channel.
MSP, PARK, PW, PIO,
OP-20 CVB, SCS
N/A
In addition to historic sites, the City may also consider placing QR codes outside of venues, such
as the two Theatres, the Soel Venue, and the Aumont, to showcase upcoming events and facilitate
ticket purchases (where applicable), or outside of the Library to advertise its assets. They may also
be leveraged to tell the story of specific subdistricts and corridors. More broadly, they may be
placed throughout Downtown to cover upcoming events, leasing opportunities, and wayfinding in
(and near) Downtown as a whole.
Facilitate Small Developer Training

Create a “Seguin Development University” to help cultivate new developers to work on the
types of small-scale projects (1-20 units) that support Downtown vibrancy. This can cover all
aspects of the process, and provide ongoing support ranging from creating pro formas to CMO, MSP, COC,
OP-21 DPO
N/A
construction to obtaining tenants. This should also work with local lending institutions to support
flexible approaches in project funding; strengthen networks between developers and supportive
professionals; and support streamlining of City regulations. There are multiple organizations that
can bring in developers for support.
Implementation 107
Policy and Regulatory
• Put out lawn

games, temporary
furniture,
temporary public
art, and other
amenities in
Central Park to
assess public
Create Downtown Seguin Activation Guidebook (Temporary Urban Guide) interest before
making a long-
Create an approved activation guidebook including temporary techniques that the City, DBA, term investment.
property owners, business owners, and other local stakeholders can implement to support
Downtown activation. The Tactical Urbanism Materials and Design Guide created by The Street • Create temporary
Plans Collaborative is a recommended resource for developing a guidebook and can be used as a public art as
default if the City does not create a Seguin-specific resource. gateways during
special events.
Examples of temporary design techniques could include:
CMO, MSP, SD, • Low-cost interim
PR-1 Painted crosswalks and intersections PLAN, PW, PLAN signs (e.g., Walk
[Your City]) may
Chalked sidewalks
be tested until
Temporary bulb-outs permanent
Business planters signage is
installed.
Parklets and PARKing Day
• Work with
Movable furniture
residents to
create temporary
crosswalks at
needed points.
Leverage special
events to test
responses and
ensure that the
crosswalks are
well-used.
Consider Creating a Vacant Building Ordinance

While Downtown Seguin does not have a large number of vacant buildings, there are some -
and there is a chance of having more in the future, depending upon market conditions. Vacant CMO, DPO, PLAN,
PR-2 building ordinances can help ensure that these buildings are registered, kept in good repair, PU
N/A
and—ultimately—returned to productive use. This report includes some guidelines for creating an
ordinance.

Strengthen Code Enforcement

No Downtown building should be allowed to fall into long-term disrepair or underuse, particularly
given the consistent investment that the City has made into Downtown. Strengthened, consistent
code enforcement in Downtown will help ensure that property owners maintain and invest in
their properties - or sell to someone who will. While this can be started at any time, creating a
vacant building ordinance will make this more effective. Strengthening code enforcement can be CMO, MSP, DBO,
PR-3 DPO, PLAN, PU, PW
N/A
accomplished through directed focus in the Downtown area and may require increased staffing to
support the effort.
Note: It should be acknowledged that there are currently substantial barriers to investment on
second stories in Downtown Seguin; the City may consider less proactive code enforcement for
second stories for the time being.
Adopt International Existing Building Code (IEBC)

The International Building Code (IBC) is the base standard code for jurisdictions throughout
the United States, but it can be challenging to implement in existing historic buildings. The
PR-4 International Existing Building Code (IEBC) is intended for compatibility with historic buildings, CMO, PLAN, PU N/A
but ensures that they will conform to a variety of modern needs, including ADA compliance, fire
protection, and basic public safety. This is particularly helpful to bring businesses to second stories
in historic buildings.
Conduct Bed and Breakfast and Short-Term Rental Policy Review

While there are growing concerns about Short-Term Rentals in residential neighborhoods, they
can provide a consistent base of business—and flow of traffic in the Downtown area. There are CMO, MSP, SD,
PR-5 PLAN, PW,
N/A
currently a number of short-term rentals in upper-level units in the Downtown area. Seguin should
establish clear regulations for permitting short-term rentals in commercial areas while minimizing
unintended consequences in residential areas.
Implementation 109
Economic Development and Finance
Consider Adopting Type B EDC (Citywide)

Seguin Economic Development Corporation (SEDC) is a Type A Economic Development
ED-1 Corporation (EDC), which substantially limits its ability to pursue the types of "quality of life" CMO, EDC N/A
projects that are needed for Downtowns. Explore the option of creating a Type B EDC and make
a determination of whether or not to pursue the change. The City may consider replacing the
existing Type A with a Type B or maintaining both types.
Assess Flexible Implementation of Type A EDC (Citywide)

As long as the City has a Type A EDC, it should continue to pursue flexible opportunities to
support Downtown revitalization efforts (in consultation with legal staff). For example, artisan EDC, SBDC, MSP,
ED-2 manufacturing uses may be eligible for funding while still enhancing Downtown's quality. PW
N/A
Alternatively, State law permits the use of Type A funds for Type B projects with a public vote.
Explore and evaluate opportunities to use Type A funds for Downtown revitalization.
Implement Strategic 380 Agreements Where Appropriate (Citywide)

In Texas, Chapter 380 of the local government code permits Economic Development Agreements
(either loans or grants) to support City economic development goals. While these grants are often
used to lure large businesses with generous subsidies, many jurisdictions have used them on a
more localized, incremental scale - particularly during the COVID-19 shutdowns.
ED-3 To help these agreements reach their full potential, they must be targeted, both to desired EDC, MSP N/A
business types (such as retail, restaurants, and services), and to reinforce Downtown-supportive
behaviors. For example, partial waiving of property taxes or other ongoing "micro" subsidies may
be done, in exchange for stipulating certain modest behaviors that support the rest of this plan
(e.g., keeping agreed-upon hours, participating in district-wide events, maintaining quality window
displays, permitting the use of storefronts in case of vacancy, maintaining internal lighting during
evenings, etc.).
Support Enhanced Partnerships with Seguin Small Business Development Center (SBDC)
Small Business Development Centers (SBDCs) are federally-funded organizations that provide
various tailored consulting services for small companies at no cost to the business owners.
Previously, Seguin EDC provided partial funding for the New Braunfels satellite office of the SBDC
ED-4 (SPARK), and facilitated weekly visits from the office. This is currently dormant, and most Seguin EDC SBDC, MSP N/A
businesses are using the virtual services of the San Antonio office. Consider identifying sources of
funding for the SBDC to regularly visit again - and, if possible, to have a Downtown Seguin office.
Work with the Seguin Chamber of Commerce, SEDC, and Main Street to connect business owners
with this resource. As the City enhances its business incubation services, the SBDC will be an
essential partner.

Provide Business Incubation Support

Consider a partnership between Main Street, SEDC, UTSA Small Business Development Center,
Seguin Chamber of Commerce, and other entities to support business incubation projects
Downtown. The program can work for different types of businesses at different scales, and a CMO, EDC SBDC,
ED-5 variety of tools can be used to support these businesses. Since the various economic development MSP, COC, DBO, N/A
organizations have different strengths, hosting them at a central point can help businesses identify DPO
the resources they need. Other benefits may include discounted rent, centralized expenses, and
promotional programs to attract potential customers to the center as a whole. Locations for a
centralized incubator may include the current Wells Fargo Bank building, one of the currently
County-owned buildings, or the former AT&T building on River St.
Create a Downtown Tax Increment Reinvestment Zone (TIRZ) and/or Public Improvement
District (PID)
A TIRZ allows the taxes generated from new development from within a designated area to be
accounted for separately and utilized to fund eligible projects within the same area. Designate a
Downtown TIRZ to capture incremental property tax growth. The City should lead this initiative but
request the County join the TIRZ. The tax increment would be used to help fund the projects in
the Downtown Master Plan over the next 20 years. The boundaries of the TIRZ should encompass
the Downtown District and capture additional areas likely to develop in the future, such as the CMO, EDC MSP,
ED-6 old wastewater treatment plant site, the old high school site, and commercial areas along the DPO, PLAN
N/A
Austin Street and Court Street corridors. Residential areas may be included in the TIRZ boundary;
however, exercise caution when incorporating these areas.
A PID creates an additional assessment on the land within a certain area where the proceeds of
which may be used to fund eligible projects. The creation of a PID requires consent of a majority
of the landowners within the boundary. A PID could be coupled with a TIRZ whereby the PID
assessment could fund project enhancements or upgrades on top of basic improvements funded
by other sources.
Intentionally Create a Critical Mass of Businesses in Downtown

Seguin should focus on recruiting new entertainment and hospitality businesses that would locate
in Downtown. This would catalyze activity and draw in both residents and those from outside the CMO, EDC MSP,
community. While targeted incentives for these businesses can be part of the solution, they need DBA, COC, DBO,
ED-7 not always require large budgets; the types of micro-investments and small business support tools DPO, PLAN, PIO,
N/A
recommended in this report can help catalyze these investments. More broadly, communities CVB
such as Sulphur Springs have proven that consistent intentionality, starting at the level of the City
Manager and Economic Development Director, can help guide these businesses to Downtown
locations even without large subsidies.
Implementation 111
Strengthen the relationship between TLU and Downtown

TLU has approximately 1,400 students, with 1,000 living on campus. Not only do students
create demand for goods and services, but they are also an important part of the labor force.
There should be a concerted effort to collaborate with TLU, survey the students, and identify CMO, EDC MSP,
ED-8 COC, TLU, PIO
N/A
opportunities to engage them in Downtown. Possibilities may include surveying students (and
staff/faculty) to identify unmet social or entertainment needs; holding student events in Downtown;
having a shuttle service to the campus; or simply promoting Downtown events, businesses, and
cultural opportunities to the students.
Facilitate the Redevelopment of Large Parcels

As the demand for office space and parking needs change, oftentimes large properties are
underutilized. Seguin should proactively meet periodically with large landowners to discuss CMO, EDC MSP,
ED-9 possible redevelopment opportunities and under what conditions a sale might occur. As these DPO, GCO
N/A
parcels develop, there may be opportunities to expand the Downtown district. The blocks south of
Wells Fargo Bank and the Palace Theatre represent the most obvious opportunities, including the
Wells Fargo parking lot and the St. James properties.
Expand the FIX IT Facade Grant Program

Facades serve as the "seam" between the public and private realms, representing the point at
which businesses interact with Downtown as a whole. Modest investments in facade improvements
can have a disproportionately large impact, influencing the appeal of individual businesses, the
experience of pedestrians, and the appearance/perception of Downtown as a whole. Because
of this distribution of benefits to both businesses and the greater Downtown, it is one of the CMO, MSP, DBO,
ED-10 DPO, CVB, SAL
N/A
fairest and most efficient ways to distribute public funding. While the Facade Grant Program had
a $50,000 budget in 2022, it has traditionally had much smaller sums. The City should consider
maintaining a similar annual budget for the program or, as was done last year, leveraging unspent
citywide funds for the program. In addition, consider allowing the use of these monies for window
displays.
Continue the Business Improvement Grant (BIG) Program

Unique small businesses are the lifeblood of Downtowns, which in turn are the hearts of
communities. They punch far past their weight in helping to maintain a city's status as a quality
place to live, work, visit, or study. For this reason, they have second- and third-order benefits
that are difficult to quantify. An example may be the benefit of attracting tourism, which is likely CMO, EDC. MSP,
ED-11 extensive but perhaps unmeasurable. Unfortunately, economic development initiatives tend to DBO, DPO, CVB
N/A
offer little support for these locally-owned businesses, while often granting lavish subsidies to their
corporate, out-of-town competitors. The BIG program is a counterbalance to this, offering micro
loans (of up to $10,000) to these crucial small companies. While the most recent version leveraged
COVID funding, this program should be continued into the future. The City should identify funding
sources to maintain it—with a focus on Downtown, if possible.

FINAL Seguin Downtown Plan July 18 2023 200 Med

Uploaded by

Document Informationclick to expand document informationSeguin, Texas Downtown Master Plan, adopted in 2023. Written by Freese and Nichols, TXP, and ASH+LIME.

Document Informationclick to expand document information

Copyright:

Available Formats

FINAL Seguin Downtown Plan July 18 2023 200 Med

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

FINAL Seguin Downtown Plan July 18 2023 200 Med

Uploaded by

Copyright:

Available Formats



City Council Main Street Advisory Board Consultant Team

Planning and Zoning Anna Moreno, Former Member

Commission City Staff

The Downtown Plan complements the Comprehensive Plan and works

8 CITY of seGUIn | DownTown plan

It is worth noting that there are various key

The Downtown boundary is intended to guide

Downtown Study Area Boundary Scale: N.T.S.

Comprehensive Master Plan (2008) Seguin Branding Exercise (2016)

The 2-Year Strategic Plan focuses on Downtown development in six

1. Support financial incentives for Downtown

Historic Resources Survey Report (2019)

10 CITY OF SEGUIN | DOWNTOWN PLAN

2. Downtown Seguin offers an opportunity for entrepreneurs of all types

To achieve these goals, the document provided a number of actionable

5-Year Street Capital Improvement Plan and

 Phone and in-person interviews of

12 CITY OF SEGUIN | DOWNTOWN PLAN

Downtown Business Alliance of Seguin (DBA) Seguin Area Chamber of Commerce

Downtown Business Alliance Presentation

Urban Building Form Map 3. Urban Building Form

In a downtown area, it is ideal to have consistent building coverage,

It should be noted that having consistent buildings in Downtown alone is

 Useful: There must be a reason to walk (e.g., destinations within

 Comfortable: City streets must be well-enclosed for pedestrian

Downtown Study Area Boundary Scale: N.T.S.

14 CITY OF SEGUIN | DOWNTOWN PLAN

The Seguin Conservation Society is active in the area and maintains a

Seguin maintains several historic preservation policies. Most notably,

High Preservation Priority

Medium Preservation Priority

Low Preservation Priority N

Downtown Study Area Boundary Scale: N.T.S.

While Downtown Seguin is generally walkable, there are limited bicycle

Austin Street, or SH 123, runs north to south and is considered the

The one-way streets developed in the 1990s were intended to solve

improve traffic flow.

One Way Street N

Downtown Study Area Boundary Scale: N.T.S.

16 CITY OF SEGUIN | DOWNTOWN PLAN

In Downtown Seguin, like other well-occupied downtowns, many people

Managing existing parking begins with managing expectations. Visitors

Parking challenges in Downtown include:

 Poor utilization of the Courthouse Garage

 No enforcement staff on evenings or weekends

Downtown Study Area Boundary Scale: N.T.S.

Two scales of connections should be considered: between the Downtown

Downtown Study Area Boundary Scale: N.T.S.

18 CITY OF SEGUIN | DOWNTOWN PLAN

Several ground-floor uses have been identified within the study

Dining, entertainment, retail, shopping, and personal service uses such

Downtown Seguin’s pockets of

Storage/Parking Garage Central

Downtown Study Area Boundary N

Religious Institution Owned Land

County Owned Land W LIVE OAK ST E LIVE OAK ST

Phone and in-person interviews of

Useful: There must be a reason to walk (e.g., destinations within

Comfortable: City streets must be well-enclosed for pedestrian

Poor utilization of the Courthouse Garage

No enforcement staff on evenings or weekends

The World’s Largest Pecan Statue, located at the Guadalupe

Bank of America Alley, located on the Bank of America or Edward

Underutilized buildings are a concern in

Maintain the small-town feel.