Plan & Budget
2026-2035 Service & Improvement Plan
View the 2026-2035 Service Plan
In the new 2026-2035 Service Plan, services and capital improvements are proposed that continue the substantial revitalization presently under way while addressing new needs in office tenancy, and securing an extension to a 10-year term from the previous 5-year duration.
Since inception, the District has focused on improving downtown’s quality of life. This focus remains a cornerstone of the 2026-2035 Plan.
The assessment for 2026—the plan's first year—will be $.1695/$100. This plan utilizes a single assessment rate for services and improvements. Past plans have featured two separate rates (and budgets) for operations and capital improvements. The proposed approach will allow for continued spending on capital projects but will provide the HDMD board more flexibility to make these determinations each year based upon specific project needs, rather than having funds restricted to capital only.
Annual operations and capital budgets and plans are developed and approved by the Board. The mission of the plan is to sustain and manage downtown while continuing redevelopment to make it a diverse, accessible and perpetually active core of the Houston region both in perception and reality.
Vision, Mission & Goals
Vision of the Plan
At the intersection of global commerce and local culture, Downtown is Houston's heart of opportunity, excitement and joy.
Mission of the Plan
Champion and enhance Downtown Houston as a connected and thriving place for everyone.
Plan Goals:
Goal 1: Champion major projects, initiatives and investment that will improve Downtown
- Build and maintain cross-sector relationships with area leaders so that HDMD can support, facilitate or lead on catalytic opportunities.
- Design parks and open spaces made possible by TxDOT’s North Houston Highway
Improvement Project, and mitigate disruption through communications and stakeholder
relations. - Plan collaboratively for Downtown’s evolving edges, connections, and major attractions.
- Demonstrate excellence in hosting mega-events such as collegiate championships, professional
all-star and championship games, and other events of national relevance. - Collaborate with partners such as the City of Houston, Harris County, Greater Houston
Partnership and Houston First to leverage opportunities for shared strategies to improve
Downtown Houston. - Explore opportunities to integrate emergent technologies and resiliency by improving
infrastructure to manage and mitigate the effects of climate change. - Partner with METRO, the City of Houston, and others to plan and support a variety of safe and
efficient mobility options for people to get to, from, and around Downtown, including a robust
transit network and non-motorized transportation. - Model organizational accountability by establishing a dashboard of metrics to report on
outcomes associated HDMD initiatives, services and investments.
Goal 2: Enhance and maintain a comfortable, welcoming and well-managed public realm
- Maintain and advance the standard of care for Downtown’s cleanliness and well-kept
appearance. - Cultivate nature across Downtown, including its urban forest, planters, and other greenspace
elements. - Partner with local agencies to provide an exceptional network of parks and greenspaces in
Downtown. - Quickly and pro-actively respond to blighting influences such as graffiti and damaged elements
of the public realm. - Maintain and enhance wayfinding systems throughout Downtown to help guide visitors and
connect them to points of interest. - Deploy welcoming ambassador teams within the public realm to improve visitor experiences
and augment public safety. - Expand collaboration and incorporate proven approaches to maintain a low crime rate and
make Downtown feel safe. - Utilize data and analytic tools to understand the prevalence of criminal activity and shape
programmatic responses. - Pro-actively address perceptions and reporting that affect the image and reputation of
Downtown. - Broadly address the needs of people experiencing homelessness and the associated impacts.
- Prepare for and respond to emergencies.
Goal 3: Drive vibrancy through improved street level connectivity, a commitment to walkability and inclusive programming strategies
- Plan, design, and construct public infrastructure that supports safety and equity.
- Leverage Downtown’s adjacency to the Buffalo Bayou as an integral part of the Downtown
experience. - Partner with Houston First, park conservancies, and other partners to advance strategies that
connect people to Downtown destinations and experiences. - Prioritize public realm investments and interventions on key corridors that support
connectivity. - Partner with public and private property owners to beautify targeted corridors or block faces
to improve connectivity. - Facilitate the development of pop-up uses, temporary installations, and other storefront or
site activation strategies to help enliven the public realm. - Utilize public art and other place enhancement strategies to improve walkability where built
conditions limit storefront activations. - Prioritize investments in pedestrian lighting on key walking corridors and near residential
buildings. - Support efforts to enable a more festive game day atmosphere better integrated into the built
environment. - Plan and implement an events and programming strategy that appeals to diverse audiences
and drives vibrancy in strategic areas. - Leverage partnerships to produce smaller scale, high impact activations and events that appeal
to a diverse set of Downtown stakeholders and visitors. - Develop programs and use strategies to connect area employers and residents with Downtown
parks. - Support the accessibility of Downtown through the care and maintenance of area sidewalks
and other hardscapes.
Goal 4: Foster a vital and thriving economy through business growth, residential expansion, and enhanced reasons to be in Downtown
- Promote Downtown as the region’s primary business, entertainment and cultural center.
- Engage with local partners such as the City of Houston, Houston First and the GHP to improve
the national image and reputation of Downtown Houston. - Develop a brand positioning for Downtown that embodies its strengths and competitive
differentiation. - Collaborate with key partners to develop an economic development vision and strategy for
Downtown. - Work with local government build partnerships to reform regulatory processes to expedite
timetables and decrease barriers to entry. - Support the livability of Downtown and its positioning as a neighborhood of choice.
- Advance efforts to build a Downtown community that is home to a diverse population.
- Facilitate and support the retention and recruitment of office tenants to Downtown.
- Foster a thriving storefront economy, prioritizing recruitment efforts, where possible, to fill
available properties that have favorable co-tenancy on key corridors. - Develop focused marketing materials and administer incentive programs to support storefront
improvements and tenant attraction. - Assist Downtown businesses owners and managers in navigating municipal regulatory
processes. - Encourage, support and promote new attractions that expand what Downtown offers.
- Be the go-to organization for Downtown market research and intelligence.
- Enhance and expand data capabilities and reporting to provide more detailed intelligence to
stakeholders and prospects.
Goal 5: Develop a hivemind of intelligence and goodwill by genuinely engaging and convening stakeholders
- Develop a representative engagement structure that provides stakeholders the opportunity to
inform decision making and advise on the direction of Downtown. - Collaborate on events and engagement avenues that provide stakeholders with opportunities
to participate in shaping and celebrating the Downtown community. - Advance consumer branding campaigns and other marketing efforts that help elevate the
profile of Downtown. - Provide user-friendly, Downtown-focused web & digital media platforms that promote
Downtown. - Improve and expand stakeholder and external communications to increase awareness of
HDMD, Downtown's vitality, and general Downtown happenings. - Develop programs and collateral to orient new companies, employees, and residents to
Downtown. - Advance efforts to spotlight the initiatives, moments, people and businesses advancing
Downtown as a vibrant and inclusive community. - Support community-building by facilitating communications and engagement with residential
groups within Downtown and its near neighborhoods.
Budgeting
The fiscal year for the Downtown District begins on January 1 and ends on December 31. Assessments made by the Tax Assessor/Collector in the fourth quarter will apply to the fiscal/Service & Improvement Plan year beginning January 1 following.
Prior to December 31 each year, the Downtown District Board reviews and approves the operating and capital improvements budgets for the following year.
Assessment rates for operations are set in the fourth quarter prior to the first year of a new 10-year service plan and prior to each succeeding year of a service plan if changes to the initial rates are to be made. Setting of the rates or of any changes must be approved by the Downtown District Board.
Budget preparation will involve the following before the Downtown District Board adopts the Operating and Capital budgets:
- Review of needs and priorities within the District
- Review of draft budget by board committees
- Review of draft budget by Downtown District Board
- Receipt of property owner input through Town Hall Meeting, survey or other format
Each year an annual audit of Downtown District funds for the prior year will be completed by an independent accounting firm and accepted by the Board of Directors.