Services & Assessment Plan

To read the full plan MMD 2017 Service and Assessment Plan.pdf

In April of 2016 the Board of Directors of the District adopted a Fifteen Year (2016-2031) Service and Assessment Plan which sets forth a vision, mission, goals to be achieved, services to be rendered, and improvements to be made in support of the commercial property owners within the Montrose District (the District). In addition, this document (link to plan) outlines costs and a proposal for funding the plan for the area comprised by the District.

Mission of the District

The mission of the District is to attract public and private investment, provide professional management to the area and enhance the economic well-being of the community. To assist with this mission, the District is empowered to finance projects and plans related to public safety, business and economic development, mobility and transportation, and beautification. The District also leverages local resources, public and private, to enhance the business environment and quality of life in the area.

In creating and continuing a management district, property owners seek to:

  • Organize themselves to pursue a common vision.
  • Create capital investment, services and improvement.
  • Render continuous, focused, and professional management of the area’s needs.
  • Provide cost-effective funding mechanisms for improvements.
  • Advance the District as a superior place to conduct business, invest, live, work, and visit.

The District’s Board of Directors pursues these goals through a variety of programs and projects focused on four areas:

  • Public Safety and Security
  • Business & Economic Development and Marketing
  • Planning, Mobility, Environmental & Urban Design, and Visual Improvements
  • Project Staffing and Administration

Public Safety & Security Services

  • Continue to strengthen our relationship with HPD’s Positive Interaction Program (PIP) and Differential Response Team (DRT) by providing support and assistance where necessary and appropriate.
  • Proactively patrol the District’s commercial areas to reduce criminal opportunities and enhance communication between business owners, the police and the community as a whole.
  • Increase Mobile Video Camera placement to deter crime in commercial and other areas of concern to the community and law enforcement.
  • Compile and maintain a database for storing and analyzing crime data and use data to implement targeted programs and projects.
  • Continue the street light reporting program with CenterPoint Energy, the City of Houston, retail electric providers, and others to increase and maintain consistent street lighting in public areas.
  • Continue supplemental mowing, trash pick-up, and bandit sign removal on public rights-of-way.
  • On behalf of property owners, advocate for regional security needs with county, city, educational, state, and federal law enforcement agencies.

Business & Economic Development and Marketing

  • Plan and implement a vision for the District that makes the community a more walkable, cultural and stimulating place to work, live and play.
  • Improve the District infrastructure by fully implementing a capital improvements program for the Montrose TIRZ.
  • Launch new efforts to attract and retain small businesses and professionals in the District.
  • Support the restaurant and retail business owners in the District by holding periodic workshops to address their opportunities and problems.
  • Continue to host annual real estate forum luncheons which stimulate interest in the District on the part of property owners, investors, developers, brokers and businesses.
  • Provide market data and other information to developers considering new capital projects or leasing space in newly developed facilities.
  • Develop a strategic outreach plan for earned media and evaluate plan successes on an on-going basis.
  • Strengthen and expand our Communications Plan to increase community and business engagement via our website and social media outlets.
  • Continue direct outreach to businesses via visits from the Business Ambassador.
  • Continue to promote and support cultural activities within the District.

Project Staffing and Administration

  • Advocate for the District’s legitimate share of city, county, and state resources.
  • Accurately reflect the costs of providing services in each program area through a carefully monitored cost allocation system.
  • Provide annual financial audits that protect the financial integrity of the District and help ensure the most efficient use of resources.
  • Ensure compliance with the Texas Public Information Act (Open Records Act), Open Meetings Act, Public Funds Investment Act, and all other applicable state, federal and local laws and regulations.
  • Establish a strategic plan for the Montrose Community, including a capital improvement program.
  • Monitor, evaluate, and adjust administrative systems and procedures to assure maximum benefit on revenues received by the District from property owner assessments, grants, contracts, and other financial resources.

Planning, Mobility, Environmental & Urban Design, Visual Improvements, and Cultural Promotion

  • Coordinate with the City of Houston, Houston-Galveston Area Council, METRO, Tax Increment Reinvestment Zone No. 27, and other entities to plan for and facilitate District wide improvements for mobility and connectivity within the rights-of-way, including roadways, sidewalks, bikeways, crosswalks, intersections, and transit stations.
  • Establish and implement a plan to improve the mobility experience through visual enhancements within the rights-of-way, including street lights, wayfinding/ signage, landscaping, public art, street furniture like benches, and other streetscape amenities.
  • Install and maintain a full complement of District identity markers at critical intersections and locations throughout Montrose.
  • Complete and maintain enhancements to select District esplanades.
  • Relight the seven bridges over U.S. Highway 59 in a manner that complements the identity markers and physical branding program for the Montrose community.
  • Expand installation of the stylized bike racks as part of a larger bicycle-realm improvement program.
  • Implement the various facets of the Special Parking Area, including efforts to facilitate the best use of existing parking in the community while supporting strategic addition to the community’s parking inventory.
  • Establish a program to facilitate art in a variety of forms throughout Montrose, including permanent art installations within the rights-of-way.
  • Maximize alternative transportation opportunities in and to the Montrose community.

About the District – Our First 10 Years

The Montrose Management District is a combination of two Harris County improvement districts – HCID No. 6 and HCID No. 11 – both of which were created by the Texas Legislature with consent granted by the Houston City Council. HCID No. 6 was comprised of what is today the eastern portion of the District east of Montrose Blvd. HCID No. 11 occupies the portion of the District west of Montrose to Shepherd.

In February, 2011, the Board of the two HCIDs adopted an order consolidating them into a single management district. At the same time, the size of the Board was increased from 11 to 15 members. The all-volunteer Board of Directors meets on the second Monday of each month. Board meetings are public meetings, and visitors are welcome to register and speak on matters of interest or concern pertaining to the District.

The Board of Directors believes that by being pro-active, we as a community, can shape the places where we live and work. The Board is supported in their efforts by staff specialists and an executive director who perform planning, budgeting, accounting, project management, economic development and marketing functions at the direction of the Board. While each of the core service areas is critical to enhancing the already vibrant Montrose community, it is long-range strategic planning that provides the foundation for everything we do.

Archived previous plan HCID6-Plan-111507 /HCID11 Plan.DOC