1. Lake Nasworthy
Redevelopment
Initiative

2. Linking Neighborhoods
and Tourism

3. The “Gateway Planning” Approach
• Capturing market
• Resolving complex community interests
• Design for implementation
• Sustaining investment

4. Capturing market

5. • Dan Martin 22 yrs ERA (the “platinum” standard)
• 200+ waterfront/amusement/recreation studies
• Recreation attractions that work
• Access to hundreds of pertinent investors

6. Selected Possible Lake Related Activities
Activity Participants Percent of Population National Index
Under 25 25 to 50 50 to 100 Under 25 to 50 50 to 100 Under 25 25 to 50 50 to 100
Miles Miles Miles Total 25 Miles Miles Miles Miles Miles Miles
Bicycling (road) 7,492 1,111 18,115 26,718 9 6 7 93 62 75
Boating (power) 5,099 980 14,299 20,378 6 5 6 99 86 93
Canoeing/kayaking 4,015 674 10,192 14,881 5 4 4 100 76 85
Fishing (fresh water) 12,048 3,126 38,691 53,865 14 17 15 110 129 118
Horseback riding 2,824 912 8,999 12,735 3 5 4 111 163 119
Jogging/running 8,208 1,139 18,828 28,175 10 6 8 93 58 71
Swimming 15,051 3,216 42,813 61,080 18 17 17 93 90 88
Walking for exercise 23,185 5,252 66,063 94,500 28 28 26 93 96 89
Dined out 2-3 times/month 9,585 2,429 27,007 39,021 11 13 11 100 114 94
Concert in last year 18,920 3,620 48,808 71,348 23 20 20 95 83 82
Birdwatched in last year 5,336 1,581 16,315 23,232 6 9 7 103 138 105
Lots of local potential
for active recreation

7. Top Twenty San Angelo Tapestry Households (0-25 Miles)
Position Catgory Local US US Index
1 Southwestern Families 10.5% 1.0% 1,075
2 Home Town 7.9% 1.4% 548
3 Properous Empty Nesters 6.0% 1.8% 326
4 Great Expectations 5.7% 1.7% 330
5 Industrious Urban Fringe 5.6% 1.5% 367
6 Rustbelt Traditions 5.5% 2.8% 194
7 Up and Coming Families 5.1% 3.5% 147 Lake
8 Rooted Rural 5.1% 2.4% 210
9 Young and Restless 4.4% 1.4% 308 Nasworthy’s
10
11
Midlife Junction
Rural Resort Dwellers
4.2%
4.0%
2.5%
1.6%
170
248
future must be
12
13
Exurbanites
Prairie Living
3.6%
3.5%
2.5%
1.0%
143
347
custom-built
14 Aspiring Youn Families 2.9% 2.4% 124
15 Metropolitans 2.3% 1.2% 193
16 Green Acres 2.1% 3.2% 66
17 Social Security Set 2.1% 0.6% 326
18 Milk and Cookies 2.1% 2.0% 105
19 Midland Crowd 1.9% 3.8% 50
20 City Dimensions 1.9% 0.9% 214
Total 86.4% 39.2%

8. The Local
Opportunity
• City owned land
• Lake Nasworthy Trust Fund
• Extensive undeveloped shoreline

9. Regional
Leveraging
• The Airport
• A stable and growing market
• Great location in West Texas

10. An economic
development
investment
• Water, the universal pleasure in West Texas
• Quality of life play
• Leveraging key institutions as partners

11. A game-
changing
program

12. Resolving complex
community interests

13. A neighborhood
context
• Property Rights
• City, State and Federal Lands
• Neighborhood Integrity

14. “Sacred Cows”?
• Existing financial
interests

15. Design for Implementation

16. Connect
with San- Angelo
• Authenticity
• History
• Younger Generations

17. Detail
Matters

18. Verano and Texas A&M San Antonio, resulting
in a $70 Million public-private investment

19. Proposed Scope
• Tracks RFQ Scope Items
• Builds on discussion with Selection Committee
• Scrubbed price from $376k to $298k (plus expenses)
• Lays groundwork for investor-ready development

20. 1.0 Project Kickoff and Preliminary Assessment (Month 1-3)
1.1 Project kick off meeting
1.1.1 Prepare for and facilitte Team project kick-off workshop
with staff
1.1.2 Coordination meeting with Parks Plan (Texas Outdoor
Consulting)
1.1.3 Identify, catalogue and secure key data, and set subdistrict
boundary and influence area (deliverable: Plan Area Map)
1.2 Support Creation of Stakeholder Committee
1.2.1 Local Resident Outreach
a. Identification of Influencers and Key Groups or Associations
b. Individual and Group/Association Interviews
c. Local Resident Liaison to Planning Process
d. Coordinated Statement of Local Resident Input

21. 1.3 Prepare Preliminary Assessment Report (deliverable:
preliminary assessment report document)
1.3.1 Basic Data Collection (includes the following)
a. Graphics of Study Area
b. Property Ownership (public jurisdictions and private)
c. Major Utilities, Natural Features and Easements
d. Major existing uses, buildings and leasehold interests
e. Data from prior studies and analysis
f. Flood, topography and other land data
g. Nature sightseeing/exploration participation data at Lake's
parks, other public lands, sloughs, shores, and bars
h. Data on current and historic boating usage, regattas, other
large-attendance aquatic events
i. Concession and building allowability at lakeshore parks and
other public lands
j. First Updated Statement of Local Resident Input

22. 1.3.2 Identify key issues and opportunities (includes the
following)
a. Delineate and categorize initial expected outcomes
b. Identify resource management/environmental issues
b.1. Identification of Local, State & Federal Environmental &
Regulatory issues
b.2. Environmental &Regulatory Feasibility Analysis
c. Identify likely initial tourism market segments
d. Draw plan-format of Project Area physical opportunities and
constraints - "bubble diagram" or similar
e. Prepare section of Preliminary Assessment Report defined
in text the 1.3.2 (d) above "opportunities and constraints”;
amplify definition of key opportunities identified, e.g., magnet
exposition center integrated with urban lakeshore node with
waterway connecting to Lake, potential boating facilities and
regattas

23. 2.0 Preliminary Market Analysis and Stakeholder
Engagement (Month 2-4)
2.1 1-on-1 stakeholder interviews (2 days)
2.2 Convene stakeholder committee for roundtable discussions
(2 meetings - extra meetings hourly)
2.3 Undertake exploratory lake day to develop programatic
framework (1 day)
2.4 From initial stakeholder interviews and onsite experience,
develop proposed market analysis parameters (deliverable:
memorandum)
2.5 Refine proposed market analysis parameters after staff
review (deliverable: memorandum)
2.6 Develop conceptual-level physical options plan depicting
key elements: marina/boating facilities, aquatic
seasonal/annual event locations, heritage tourism exposition
center and urban lakeshore node/restaurants/all else, with
waterway inlet/short canal from Lake, etc. Also show parks as
they presently are. Employ this conceptual options plan in
subtasks 2.7 and 2.8.

24. 2.7 Undertake initial market analysis and prepare preliminary
report including (deliverable: report)
2.7.1 Market definition, quantification, and key characteristic
analysis of potential visitor/tourism markets and key local
markets
2.7.2 Initial projection of the number of participants and level of
participation from each of these markets of outdoor activities
and aquatic uses that could occur at the lake
2.7.3 Initial analysis of the potential development/business
opportunities that could be supported by these activities at
marinas, restaurants, boat rentals, event boats, specialty
facilities, parks, campgrounds, trail systems and other types of
facilities

25. 2.7 Undertake initial market analysis and prepare preliminary
report including (deliverable: report)
2.7.4 Identification of potential points of contact with Parks
Master Plan including regional trails
2.7.5 Identification and initial analysis of the potential for
institutional partnering programs (including facility programs)
for organizations including the Air Force, University, youth
groups, nonprofits and others
2.7.6 Discussion of role lake can play in further economic
development of San Angelo
2.7.7 Initial potential of an annual events program at lake
2.7.8 Review of the seasonal and day-of-week implications of
initial findings from above

26. 2.8 Present initial market analysis to Staff, City Council and
Stakeholder Committee
2.9 Prepare substantive outline for programmatic design
charrette; revise physical options plan in response to
City/stakeholder feedback. (deliverable: memorandum)
2.10 Refine charrette outline based on staff review (deliverable:
revised memorandum)

27. 3.0 Undertake programmatic-based Design Workshop
(4-days) (Month 4-5) (includes prep time)
3.1 Facilitate opening night public meeting
3.1.1 Present framing of opportunities (deliverable:
powerpoint)
3.1.2 Undertake key-pad polling program based on initial
preliminary and market analysis, as well as early stakeholder
interviews
3.2 Undertake multi-day program-based design process with
intermittent stakeholder sessions (including Foundation Board)

28. 3.2.1 Master Plan Elements
a. Overall Lake Area Vision Framework
b. Neighborhood context zones/development plan
c. Integrated Parks Plan/Trails elements
d. Site Plan Concept for Mary Lee Park/Marina Area
e. Shoreline preservation/reinvention plan
f. Boat access and activities/events plan
g. Major event location plan
h. Preservation/Heritage Tourism/Camp Area Plan
i. Regional Access/Local Street Plan
j. Potential Heritage tourism exposition center and urban
lakeshore node/restaurants/all else, with waterway inlet/short
canal from Lake
k. Potential bridge lighting, other architectural and art elements

29. 3.2.2 Development of Public-Private Framework
a. Identification of joint-development/redevelopment areas
b. Development of conceptual partnership structures
3.2.3 Second Updated Statement of Local Resident Input
3.2.4 Updated Environmental & Regulatory Feasibility Analysis

30. 4.0 Undertake refined market analysis for master plan based on
charrette inputs for target markets, targeted activities, facilities
and business opportunities to support activities, institutional
partnerships, interface with parks master plan, event
programming, economic development potential, and seasonal,
day-of-week plan (deliverable: report) (Month 6-7)

31. 5.0 Preparation of Sub-District Chapter of Comprehensive
Plan (deliverable: plan document) (Month 7-8)
5.1 Refine Master Plan Elements from Charrette creating
overall/project area-encompassing physical master plan, sub-
area detailed plans for tourism expo center/urban node/canal,
and other major site elements; prepare report text that describes
the physical plan, rationales, civic benefits
5.2 Programmatic priorities from refined market analysis
5.3 Catalytic Projects
5.3.1 Project Descriptions
5.3.2 Potential Partners
5.3.3 Funding/Financing Strategy
5.3.4 Initial recommended action steps

32. 5.4 Analysis of Implementation Needs and Barriers (deliverable:
memorandum)
5.4.1 Urban Design & Development Standards/Zoning Needs
5.4.2 Access/Trail/Street
5.4.3 Utility Infrastructure needs (including rough estimates of
probable costs)
5.4.4 Recommend public-private partnership approaches
5.4.5 Coordination issues regarding state and federal
properties
5.4.6 Resource management priority actions steps
5.4.7 Year-around 7-DayaWeek Activity Program driven by
Task 2.6 Physical Options Plan for Program driven by market
study, and coordinated with 2012 Parks Recreation & Open
Space Master Plan

33. 6.0 Investor Recruitment Strategy (Month 8-12)
6.1 Develop Investor Package tailored to their likely decision
variables (deliverable: package)
6.1.1 Prepare Investor Booklet from Charrette/Subdistrict Plan
with tailored inserts for their likely business opportunities
6.1.2 Prepare Powerpoint Presentation
6.2 Identify specific potential investors and their likely decision
variables
6.2.1 Facilitate initial investor contact for initial catalytic
development opportunities (deliverable: documenting
memorandum)
6.2.2 Provide follow up support (up to 3 meetings)

34. 7.0 Adoption Process (Month 9-10)
7.1 Present final subdistrict plan to Foundation Board/Parks
Board in context of community stakeholder support statements
(1 meeting)
7.2 Facilitate Public Meeting to present final subdistrict plan
7.3 Prepare for and Present subdistrict plan to Planning and
Zoning Commission (2 meetings - extra meetings hourly)
7.4 Prepare for and Present subdistrict plan to City Council (2
meetings - extra meetings hourly)

35. Sustaining investment
(ROI Case Studies)

36. Roanoke, Texas - A Redevelopment Initiative

37. 2004

38. Building-scale master plan based on
market study and infrastructure analysis

39. Infrastructure designed to
support individual projects

40. Aligning infrastructure investment with ED strategy
2004
Roanoke
Texas
2012

41. Branding Roanoke as a regional destination
by linking multiple projects

42. Resulting return in tax revenue
Baseline Scenario 1 Scenario 2 Progress
Total Sf 163,000 516,000 516,000 210,000
Land Use by Type (SQF)
Residential 22,990 227,040 154,800
Non Res. 140,010 288,960 361,200
Office 144,480 270,900
Retail/Rest. 144,480 90,300
Total PAV $12,126,960 $50,285,033 $49,652,933
Residential $1,605,217 $20,192,205 $13,690,605
Non-Res. $10,521,723 $30,092,826 $35,962,328
$74,40 $97.45 $96.23
Public Sector Cost ($49,858) ($202,019) ($146,294)
Estimate
Public Sector Revenue $164,810 $498,539 $379,952
Estimate
Annual Net Fiscal $114,952 $296,520 $231,658
$250,000/year
Impact (sales tax only)

43. Resulting cascading major private investment
• New residential
• 60K Retail
• 100K Office
• New City Hall

44. Brick Town, OKC - A Waterfront Destination

46. Why this approach?
Outcomes Benefits
Program Market -Based and
Development Opportunistic
Leveraged and
Catalytic Projects Cascading
Predictability of Clear and ready for
Investment underwriting
Investor Building on real
Recruitment relationships

47. Return on Investment
• Nasworthy Trust Fund Revenues (lot values)
• Hotel Motel Tax Receipts
• Sales and Property Tax Receipts
• Gate Entrance Fees
• Equity returns from development on public lands
• Job Creation

48. A game-
changing
initiative