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<br />Identify creative ways expand public institutions and TXST facil <br />as anchors of activity and business in Downtown. <br />o <br />Invite TXST to be a participant in all Downtown planning and <br />redevelopment activities. TXST’s faculty and students add to the <br />vibrancy of downtown San Marcos. <br />o <br />Expansion of academic and public facilities in the downtown dist <br />will ideally preserve and <br />enhance historic and tourism <br />amenities. <br />o <br />Inventory and assess Greater <br />San Marcos’ cultural and <br />historic resources and <br />identify and pursue state, <br />federal, and private funds for <br />their development and/or <br />redevelopment. <br />o <br />Include cultural, heritage, and tourism leaders in local economic <br />development planning efforts and regional leadership training. <br /> <br />Seek opportunities for fostering arts and culture in the Downtown areas. <br />o <br />Consider developing or subsidizing artists’ lofts and other live <br />space that will help provide a round-the-clock arts-related presence. <br />Target residential developers in the Greater Austin area that <br />specialize in urban live/work residences. <br />o <br />Support arts and culture through other methods, such as art crawls, <br />public art, and quality Downtown festivals. <br /> <br /> <br />Greater San Marcos will redouble efforts to make its streets and <br />more accessible, and more attractive for all citizens. Community <br />transit-oriented, sustainable development are two of the most important titive <br />issues on which a community can focus. Companies and skilled wo <br />stay – nor will new ones relocate – in Greater San Marcos if they feel there is <br />inadequate or unkempt workforce housing, poor growth planning, o <br />transportation options. <br />Final Strategy <br />September 2009 37 <br /> <br />