HomeMy WebLinkAboutAgenda_GEDCO_01.04.2000AGENDA FOR MEETING OF ECONOMIC DEVELOPMENT TASK FORCE
SCHEDULED TO BE HELD TUESDAY, JANUARY 4, 2000 AT 5:00 P.M.
IN JUDGE BITZ' COURTROOM, SECOND FLOOR OF THE COUNTY COURTHOUSE
Notice is hereby given that the Economic Development Task Force
established by the Georgetown. City Council will hold a meeting on
Tuesday, January 4, 2000, at 5:00 p.m. in Judge Bitz' Courtroom,
second floor of the County Courthouse, Georgetown, Texas
AGENDA
1. Registration of Attendance for Task Force Members
2. Proposal of Criteria for Review of Existing Economic
Development Entities in the City
3. Presentation by Georgetown Industrial Foundation
4. Question and Answer Time for Georgetown Industrial Foundation
5. Presentation by Georgetown Convention and Visitors Bureau
6. Question and Answer Time for Georgetown Convention and
Visitors Bureau
7. Presentation by Georgetown Chamber and Commerce
8. Question and Answer Time for Georgetown Chamber and Commerce
9. Requests to City Staff for Accomplishing Charge
10. Requests for Materials for Accomplishing Charge
11. Establish and/or Confirm Next Meeting Date Time and Agenda
12. Task Force Member Comments
13. Adjourn
CERTIFICATE OF POSTING
I, Sandra D. Lee, City Secretary for the City of Georgetown, Texas,
do -hereby certify that this Notice of Meeting was posted on the
bulletin board located outside of the Council Chambers, a place
readily accessible to the general ublic at all times on the 9-
day of 1�Gcem.ber ,/_999 at J1=4Skm , and remained so posted
for at least 72 continuous hours preceding the scheduled time of
said m eting
LD. LEE., City ecretary
EDM14 o_►crr(WMCnos)
PROPOSAL OF CRITERIA FOR REVIEW OF EXISTING
DEVELOPMENT ENTITIES IN THE CITY
1. Overlay the mission, goals, and objectives of the three
entities.
2. Review the areas of commonality, if any, to see if there
are efficiencies to be gained by having one group assume
the responsibility for common areas.
3. Review the opportunities for collaboration and establish
processes to strengthen these areas.
4. Identify the unique characteristics of each program and
clarify this to the Council and community.
EDTGORG.PRO-WPBC106
REPORT TO ECONOMIC DEVELOPMENT TASK FORCE
INTRODUCTION
The Convention and Visitor's Bureau has evolved from a vague set of guidelines in
1989 to a vibrant entity with numerous accomplishments in 1999. Through the
growth process there has been a strong commitment to be responsive to the needs
of the people of Georgetown while promoting ourselves as a destination. The
official reinstatement of the Main Street program reinforces the image this
community wants to set to promote our unique historic character. The City
objectives for each year through the last decade also reflect an effort to increase
tourism through the protection and promotion of our natural resources.
Currently, it is the Convention and Visitors Bureaus charge to develop and promote
tourism and convention activity in Georgetown, thereby creating jobs, increasing
the total revenue gained by the Tourism industry and improving the overall
economic climate of Georgetown. This is accomplished through the CVB dept. which
includes the Main Street Program, the Visitor Center and liaison responsibility to
the Historic Preservation Commission.
History & Purpose
In 1980 the Georgetown Square was largely boarded up, with peeling paint and a
handful of businesses struggling as the urban areas of Austin continued to grow.
Downtown business and building owners expressed how much they wanted to see a
revitalization of the Square. We had to do something, if not out of desperation,
than out of basic economics. The late Genevieve Atkin, a member of the
Georgetown Heritage Society learned of the Texas Main Street Program. In the
spring of 1981 she visited Main Street cities to see what they had accomplished.
Impressed by the rejuvenation of these cities, she and a handful of members from
the Heritage Society enlisted several building owners, community leaders and
others to prepare the application form for Georgetown to be considered as a Main
Street City. The City Council chambers were packed with supportive, enthusiastic
citizens, all eager for a way to restore the fading downtown. Based upon the broad
community support for the revitalization of the historic downtown, it's "high
concentration of Victorian commercial architecture and an excellent potential for
economic redevelopment," the Texas Historical Commission selected Georgetown as
a Main Street City in 1982, at which time we hired our first Main Street Manager.
This position was staffed for 12 years. As of September 1982, 6 building owners
had begun or completed restoration projects: by June 1983, 27 buildings had been
renovated and by 1984, a total of 40 had been restored. The key components of a
r
strong organization, the backing of financial institutions providing competitive low
interest loans, and a strong economic plan fueled the momentum of change during
those early years and continue to set the stage for a strong commitment to
downtown revitalization today.
In 1987, a citizen's committee of approximately 72 people studied economic status
reports prepared by City staff. This resulted in the City Councils adoption of the
Century Plan in 1988. Due to the Economy of the 1980' s, the Economic Development
Strategic Plan was one of the functional plans developed as a part of the Century
Plan. It was approved by the council in 1989 and later amended. These Economic
Development policies stated that Georgetown's economy should be self- sustaining
through diversified growth, have a broad tax base with minimal impact from
economic fluctuation, and provide enhanced business opportunities with the creation
of new jobs. Some of the objectives to be achieved were:
For the Tourism industry in Georgetown to be developed and promoted, while
preserving the community's small town charm.
For the Downtown to be an economically viable component of the retail and business
community.
To encourage all citizens to actively participate in local trade and commerce.
For the City to actively cooperate with merchants and business associations to
promote trade and commerce within the local community.
During this time the City had a key role in downtown revitalization efforts,
renovating a number of buildings in support of the Main Street Program. The U.S.
Post Office building went through extensive and sensitive interior renovation to
house new city offices. The City also restored the Fire Station, converted the old
Pump Station to a Police Station, renovated other City offices and the Visitor
Center located on the square as well as building a new library that complimented the
existing architectural fabric of the downtown area. The Convention and Visitors
Bureau was created by the city in 1989 to promote and develop the tourism
industry. This was an outgrowth of the Main Street Program and a component of
the economic development plan. In 1994 the Main Street Program and CVB joined
together, and for budgetary reasons, Main Street functions were handled under
the umbrella of the CVB director. However, without a full time Main Street
Manager, the city found it could not participate in the Main Street Graduate
Program. The continuing promotion of the downtown historic district by the City
through CVB and organizations including the Heritage society, the Downtown
Georgetown Association, and the Chamber of Commerce, enabled the City to be
designated as a 1997 Great American Main Street City, the first Texas city to be
recognized.
In 1997, the City agreed with the Heritage Society that the CVB should take
responsibility for the Visitor and History Information Center. In 1997 staff and
volunteers greeted over 14,000 visitors. In 1998 that number grew to over 16,000!
That year, the City worked out a funding arrangement to hire a Main Street
Manager. This staff position is also responsible for coordinating the Visitors
Center. This arrangement has allowed us to once again officially participate in the
Main Street Program as a graduate city. The CVB currently is budgeted for a
Director's position which is vacant, a Sales and Marketing Coordinator, a Main
Street Manager, and a part time office assistant. The creation of partnerships
with the public and private sector have led to over $28.5 million in Downtown
reinvestment with over 80 % of our buildings having been renovated. Grown out of
the commitment to the downtown, tourism has become one of the community's
largest industries. Tourism is the 3rd largest industry in Texas. In Georgetown this
translates to approximately 330 jobs and .5 million in sales tax receipts.
Funding and Budget
It is important to understand how the CVB is funded. The State collects an
Occupancy tax of 13% from all venues within the City limits with overnight guests.
6% goes to the Texas Department of Economic Development and 7% is returned to
the City of Georgetown CVB. Our budget, including personnel costs, is based on
utilizing 100% of these funds. The laws directing the expenditure of this money are
very specific - there is a two-part test that every expenditure of local hotel
occupancy taxes must pass to be valid. First the expenditure must directly enhance
and promote tourism and the convention and hotel industry. In other words, visitors
will be attracted from outside the city and it's vicinity. If this result will not be
accomplished, occupancy tax revenues should not fund that project. The hotel
occupancy tax may not be used for general revenue purposes. The second
qualification must clearly fit into one of the five mandated categories that follow:
1) Funding the establishment, improvement or maintenance of a convention
center or Visitor Information Center.
2) Paying the administrative costs for facilitating Convention registration.
3) Paying for Tourism -related advertising and promotions of the city or its
vicinity.
4) Funding programs which enhance the arts.
5) Funding historical restoration or preservation programs.
State law allows proceeds of the tax to be used to cover the portion of
administrative costs that are directly attributable to work on facilities or events
that may be funded by the tax.
Accomplishments
The CVB has successfully promoted existing hotel/motel rooms to meetings,
conventions, tour groups, and leisure travelers. This has resulted in increased
hotel/motel tax revenue to the city despite growth in the supply of rooms in the
North Austin market. (Revenues from 1988-199819 in a handout)
v;
In keeping with current technology, the CVB, along with the GIF and Chamber
created an internet web site promoting Georgetown, with each organization having
their own page. This has been a great venue to reach new markets. The CVB
supports special events in the community through strong media campaigns with local
and regional newspapers, magazines, and radio and television stations. We continue
to ensure that the Visitor Center stays an officially designated location by the
state so that we may distribute Texas department of Transportation literature
such as the State Travel Guide, Texas Maps, and Texas Event Calendar.
The CVB has created a cooperative marketing partnership to better utilize the
Trade show promotion budget. We hosted National Tourism Week activities which
included a photo contest, walking tours of the square to educate our youth, and a
Visitor Center volunteer "Thank You" party for the over 130 volunteers, all
promoting the value of tourism to the community. Georgetown received special
recognition at the Texas Association of Convention and Visitors Bureaus annual
conference for our National Tourism Week campaign. We worked with the
community to create a year long 150t" Birthday Celebration by the CVB providing
the staffing and coordination for the many events. New Dining Guides and Event
Calendars were designed and distributed to complete our overall marketing image.
In order to enhance and polish our image we also designed and created two new
Trade Show Booths (one free standing and one tabletop). Georgetown received
national recognition in Time Magazine for being one of the "Top Ten Small Cities in
the US" in which to live. This was a direct result of receiving the Great American
Main Street Award. We hosted 128 Travel Counselors for a familiarization tour of
Georgetown and area attractions. (A yearlong project) We hosted a Southern
Living Magazine travel writer for an article in the October 1999 issue (circulation
of this magazine is 1,095,000). If we had to pay for the copy space we received in
this issue it would have cost $99,920.00. Furthermore, Texas Highways had 10
pages of editorial and pictures on Georgetown in the December issue. It is difficult
to calculate the cost benefit, as this publication does not have paid advertising
space. But with a circulation of 300,000 just ask any merchant in town the
feedback and exposure they feel they have attained, especially the Escape Gallery,
which was featured on the cover. Georgetown's media exposure was further
increased with feature articles in local, regional and statewide publications - like
front-page exposure in the Austin -American Statesman and a Houston Chronicle
travel feature piece. The current CVB advisory board has already embarked on
strategic planning to focus future efforts for the most productive allocation of our
funds.
Main Street
Debbie Charbonneau is our current Main Street Director. In the 1998/99 year a
Vision and Mission statement was written along with the appointment of an advisory
board. By -Laws and Facade Fund guidelines were also set in place. Debbie completed
Main Street manager training thru the Texas Historical Commission. The Friends of
Main Street program was established and a dinner and tour of Georgetown for new
Texas Main Street managers was held .She is very excited about the creation of
the Red Poppy Festival. This event will replace May Fair. We are all encouraged that
this will become a springtime destination for many central Texans, and eventually
attain nationwide attendance. We are very proud that Debbie was selected to
attend the National Trust for Historic Preservation training in Washington D.0 to
become a certified Main Street Manager, a 2 year commitment. Other goals for the
coming year include:
Continue our 3 year commitment to be a Main Street Graduate city.
Educate and involve the community about Main Street.
Recruit more volunteers for the Visitor Center.
Educate downtown businesses and property owners about the sign ordinances.
Host a Charrette for the City of Georgetown.
You can't point to one individual or one event for the successes Georgetown has
achieved in the Tourism industry. Joint efforts of city staff, the CVB advisory
board and the many wonderful citizens of Georgetown who have volunteered their
time at the Visitor Center achieved these results over a period of time. We hope
this task force will reflect on these accomplishments as they recommend ideas for
our future endeavors.
.. , ..... �.:�..,.1::.a:r1R..e..•..�ii.,iwr.+a�.uMya�kd•$:f:.Y:ts�s�itc:uniAii.Glva��,�: T:
Georgetown Chamber of Commerce
01/04/00 Profit and Loss
January through December 1999
1�n _ ne.. ,cc
Income
4000 - Income - General
165,826.36
4400 - Income -Community Develop
13,807.00
4500 - Inc - Organization Develop.
42,948.84
4600 - Inc - Economic Development
1,148.00
4700 - Inc - Communications
9,415.00
4800 - Inc - Special Events
158,854.77
4900 - Ambassador
7,084.00
Total Income 399,083.97
Expense
6000 - Expenses - General Office Op
93,965.76
6400 - Exp - Community Develop
16,250.45
6500 - Exp - Organization Develop
30,635.36
6502 - Payroll Expenses
98,343.63
6506 - Payroll Taxes
7,875.59
6518 • Simple IRA
2,540.00
6600 - Exp - Economic Development
3,271.35
6700 - Expense - Communications
17,063.32
6800 - Expense - Special Events
103,051.33
6900 - Ambassadors
9,757.86
7000 - Restricted Capital Expense
2,948.03
Total Expense 385,702.68
Net Income 13,381.29
Page 1
Georgetown Chamber of Commerce
Organizational Profile
Vision: The Georgetown Chamber of Commerce is a progressive network of businesses
and professionals dedicated to the responsible economic development of our
community. We honor Georgetown's unique heritage and its special quality of life.
Mission: The Georgetown Chamber of Commerce serves its membership by:
• Promoting member businesses and responsible economic development.
• Providing leadership in business and community activities.
• Communicating timely information on important matters.
• Creating a forum for understanding and articulating member perspectives on
key issues.
Members: As of January 4, 2000, the Chamber represents 811 businesses, professionals, and
individual members. With the active support of member volunteers it fulfills its
mission through 21 key committees focusing on: Economic Development,
Business Development, Community Development, and Organizational
Development. Its Board consists of 23 Directors, elected to overlapping three-
year terms. Its Officers (Chairperson, Chairperson -Elect, Secretary, and
Treasurer) are elected by the Board annually for service in the following year.
Staff: The Chamber has three full-time employees and a commissioned membership
sales representative. Its Chief Executive Officer is the President, who is
responsible for the direction of all Chamber operations in accordance with its
Charter as a Section 501c(6) Non -Profit Organization, and serves at the pleasure
of the Board of Directors.
Finances: The Chamber operates on a calendar year basis, with total annual operating and
administrative expenses of approximately $300,000. About 80% of its funding
comes from member investment and income from operations (directory and map
sales, meeting room rental, etc.). Income is supplemented through several
special events which are conducted throughout the year. Based on recent
recommendations from the U.S. Chamber of Commerce, the Georgetown
Chamber has implemented changes to ensure that member investment and
income from operations will be sufficient to cover all operating and
administrative expenses by 2001.
Planning: The Chamber recently adopted a Strategic Plan which was developed with
extensive input from members, local and county government, and other
community organizations. This long-range plan will be used as a dynamic
template to ensure that the annual Program of Work is consistently focused
on the achievement of strategic goals and on the fulfillment of the Chamber's
mission.
Georgetown Chamber of Commerce
Organization
Members
I
Board of Directors
I
Chair of the Board
(Gordon Baker)
President Vice Chair
Vice Chair
Secretary Chair Elect Treasurer
Vice Chair
Vice Chair
Past Chair
(Mel Pendland) Community
Economic
(Dr. Susan Hopper) (Dr. Julia Allen) (Tim Harris)
Organizational
Business
(Jon Pfau)
Development
Development
Development
Development
(Laura Naiser)
(Laurie Tarver)
(Buz Sawyer)
(Ellen Welker)
Chamber Staff Education
Transportation
Awareness
Ambassadors
Business
Peer Group
(Carl Hubenak)
(Leo Wood)
Forums
(Paula Brent)
Enhancement
Development
(Sally Custer)
Public Policy
Water and
Re -accreditation
Communication
Business
Development
Utilities
(Sarah McCommas)
(Brooke Bulow)
Expansion
(Charles Carter
(Mark Silverstone)
(Brad Curlee)
Sam Arant)
Leadership
Urban Design
Long -Range
Special Events
Business
Development
(Jack Pittman)
Planning
(Charles Parker
Recruitment
(Chris Logue)
(Savannah Hanna)
Chuck Simpson)
(Mark Dixon)
Expo Center
Workforce
(Tim Hams)
Development
(Wilburn Neyland)
Effective: 01 /01 /2000
GEORGETOWN INDUSTRIAL FOUNDATION
A. BACKGROUND
1. Numerous efforts - some public, some private
2. Group of business leaders - strategic plan formulated
3. Goal: An organization combing both sectors that could sustain itself
through any economic climate that would:
• Broaden the property tax base and help take the tax and utility
burden off of the homeowners
• Target specific businesses that are conducive to the character
of Georgetown - SIC codes - diversification
• Assist EXISTING businesses - retain and expand
• Hire a full time, salaried professional as Executive Director
B. CENTURY PLAN
1. City Council contracts with GIF to accomplish objectives set out in
Century Plan. Review Century plan charge.
C. MEMBERSHIP
1. Not exclusive - voluntary - incentive fund, operations
2. Not intended to compete with Chamber for members
D. RESULTS
1. Twenty nine (29) companies located or expanded
2. Utilities -
• Load Factors - wholesale electricity cost in 1989 verus current
• $160,000. transfer from city utility fund to GIF for operations
• Annual profit to Georgetown's utility OVER AND ABOVE the
$160,000. funding is $128,831.. This is a result of these
industries helping spread the electric loads. (Source
Community Owned Utilities)
3. Ad valorem taxes -
• Conservative estimate and NOT including four projects to be
added to tax roles is $52,070,000.. This has resulted in total
taxes paid to city, school, and county of $1,098,000. annually.
(School = $816,000. And city = $122,000. annually) This is
AFTER tax abatements have been factored.
4. Multiplier or "trickle down" effect -
• Sales tax generated to city from retail, jobs, etc.
• JOBS - allow citizens to work in Georgetown
• Volunteer efforts and leadership from these business leaders to
city, school, community
E. CONCLUSION
GIF has been successful by any measurement. In fact, WE have served as
the "model" program recognized across the state that other communities
have emulated. GIF has not only "paid its way" for the citizens, it has also:
1. Helped contain uncontrolled growth by targeting
businesses conducive to Georgetown's character and by
providing a diversified tax base.
2. Helped our existing businesses grow and expand.
3. Added millions of dollars to the property tax base.
4. Added industrial utility customers who buy power from
the city and reduce all homeowner's utility cost.
5. Added sales tax revenues.
6. Added hundreds of new jobs for our children and citizens.
7. Accomplished the charge from the citizens and city council called
for in the Century Plan.
I GEORGETOWN CENTURY PLAN I
DEVELOPMENT AREAS
INDUSTRIAL DEVELOPMENT
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fill
I
■ To enhance the community's ability to attract, support, and
develop businesses producing products and/or services which
generally are exported from the community.
MEANS
■ Implement a plan to identify target industries on an annual basis.
These target industries are to be identified by January 1 of each year.
■ Develop and maintain a current inventory of buildings and sites
(updated on a continual basis).
■ Develop and maintain close working relationships with Georgetown
"allies" including Lone Star Gas, Lower Colorado River Authority,
Texas Utilities, Georgetown Railroad, Pedernales Electric Co-op, GTE,
Brazos River Authority, and the Department of Commerce.
5
r
IR`
GEORGETOWN CENTURY PLAN
■ Continue efforts in capital acquisition to benefit new and expanding
businesses and industries.
■ Sponsor a recognition program for existing industries.
■ Work with the City Staff, Georgetown Independent School District and
Williamson County to update the economic development incentives
package.
■ Participate in the Texas Marketing Team Activities at the two Industrial
Development Research Council meetings.
■ Participate, along with our "allies", in three trade shows or marketing
trips annually.
TARGETED INDUSTRIES
19992000
SIC Code
Products Description
2731/32
Book Publishing
2834
Pharmaceutical Preparations
2844
Perfumes, Cosmetics
2891
Adhesives and Sealants
3061
Molded, Extruded Rubber Goods
3069
Fabricated Rubber Products
3081
Plastics Film and Sheets
3082
Plastics Profile Shapes
3083
Laminated Plastics Plate, Sheet, and Profile
Shapes
3084
Plastics Pipe
3085
Plastics Bottles
3086
Plastics Foam Products
3087
Custom Compounding of Plastics Resins
3088
Plastics Plumbing Fixtures
3089
Plastics Products, Not Elsewhere Classified
3570's
Computer Equipment
3600's
Electronic Parts and Relays, etc.
3760's
Guided Missile and Space Parts
3800's
Laboratory Equipment, Instruments, etc.
7370's
Computer Software
8731
Commercial Physical & Biological Research
8734
Testing Labs
Source: Derived from studies contracted by the State of Texas and LCRA
COMPARISON OF ELECTRIC UTILITY RATES
COST TO OPERATE A HOME/MONTH BASED ON 1,000 kwh USE
Pflugerville $84.79
Round Rock $84.79
Austin $77.40
Leander $75.99
Cedar Park $75.99
Georgetown $73.80
Source: City of Georgetown Finance & Administration
LK
C
ip
co 2.5
2
C 1.5
1
0 0.5
0
CitySchool
Coun
Jr. College
Total
■ Tem le
0.5572
1.6285
0.3657
0.1934
27413
o Pflu erville
0.6998
1.52
0.4988
2413
-7186
Austin
0.5034
1.5486
0.4988
0.05
2.6008
Ta for
0.6292
1.536
0.3476
2.518
® Leander
0.48636
1.63173
0.3476
2.46569
■ Round Rock
0.36295
1.71144
0.3476
2,42199
.Georgetown 1
0.34
1.625
0.3476
2.3126
Temple
❑ Pflugerville
M Austin
Taylor
Leander
Round Rock
Georgetown
TAX ABATEMENT AGREEMENTS
Name of Participants Length of Agreement Status Tax Entities
Manitex 7 years 6th year-50% abatement City,County,GISD
(7th year @ 50%)
Meeting requirements
House of Hatten 7 years 5th year-50% abatement City & County
(6-7 @ 25%)
Meeting requirements
Triple S Plastics 7 years 4th year-50%abatement City & County
(5 @ 50%9 6-7 @ 37.5%)
Did not receive 1 st 2 yrs
of abatement
Chatsworth Products 7 years 2nd year-100% abatement City & County
(3-5 @ 100%9 6-7 @ 50%)
Meeting requirements
Source: City of Georgetown Finance & Administration Department
REPORT TO ECONOMIC DEVELOPMENT TASK FORCE
INTRODUCTION
The Convention and Visitor's Bureau has evolved from a vague set of guidelines in
1989 to a vibrant entity with numerous accomplishments in 1999. Through the
growth process there has been a strong commitment to be responsive to the needs
of the people of Georgetown while promoting ourselves as a destination. The
official reinstatement of the Main Street program reinforces the image this
community wants to set to promote our unique historic character. The City
objectives for each year through the last decade also reflect an effort to increase
tourism through the protection and promotion of our natural resources.
Currently, it is the Convention and Visitors Bureaus charge to develop and promote
tourism and convention activity in Georgetown, thereby creating jobs, increasing
the total revenue gained by the Tourism industry and improving the overall
economic climate of Georgetown. This is accomplished through the CVB dept. which
includes the Main Street Program, the Visitor Center and liaison responsibility to
the Historic Preservation Commission.
History & Purpose
In 1980 the Georgetown Square was largely boarded up, with peeling paint and a
handful of businesses struggling as the urban areas of Austin continued to grow.
Downtown business and building owners expressed how much they wanted to see a
revitalization of the Square. We had to do something, if not out of desperation,
than out of basic economics. The late Genevieve Atkin, a member of the
Georgetown Heritage Society learned of the Texas Main Street Program. In the
spring of 1981 she visited Main Street cities to see what they had accomplished.
Impressed by the rejuvenation of these cities, she and a handful of members from
the Heritage Society enlisted several building owners, community leaders and
others to prepare the application form for Georgetown to be considered as a Main
Street City. The City Council chambers were packed with supportive, enthusiastic
citizens, all eager for a way to restore the fading downtown. Based upon the broad
community support for the revitalization of the historic downtown, it's "high
concentration of Victorian commercial architecture and an excellent potential for
economic redevelopment," the Texas Historical Commission selected Georgetown as
a Main Street City in 1982, at which time we hired our first Main Street Manager.
This position was staffed for 12 years. As of September 1982, 6 building owners
had begun or completed restoration projects: by June 1983, 27 buildings had been
renovated and by 1984, a total of 40 had been restored. The key components of a
r�
strong organization, the backing of financial institutions providing competitive low
interest loans, and a strong economic plan fueled the momentum of change during
those early years and continue to set the stage for a strong commitment to
downtown revitalization today.
In 1987, a citizen's committee of approximately 72 people studied economic status
reports prepared by City staff. This resulted in the City Councils adoption of the
Century Plan in 1988. Due to the Economy of the 1980' s, the Economic Development
Strategic Plan was one of the functional plans developed as a part of the Century
Plan. It was approved by the council in 1989 and later amended. These Economic
Development policies stated that Georgetown's economy should be self- sustaining
through diversified growth, have a broad tax base with minimal impact from
economic fluctuation, and provide enhanced business opportunities with the creation
of new jobs. Some of the objectives to be achieved were:
For the Tourism industry in Georgetown to be developed and promoted, while
preserving the community's small town charm.
For the Downtown to be an economically viable component of the retail and business
community.
To encourage all citizens to actively participate in local trade and commerce.
For the City to actively cooperate with merchants and business associations to
promote trade and commerce within the local community.
During this time the City had a key role in downtown revitalization efforts,
renovating a number of buildings in support of the Main Street Program. The U.S.
Post Office building went through extensive and sensitive interior renovation to
house new city offices. The City also restored the Fire Station, converted the old
Pump Station to a Police Station, renovated other City offices and the Visitor
Center located on the square as well as building a new library that complimented the
existing architectural fabric of the downtown area. The Convention and Visitors
Bureau was created by the city in 1989 to promote and develop the tourism
industry. This was an outgrowth of the Main Street Program and a component of
the economic development plan. In 1994 the Main Street Program and CVB joined
together, and for budgetary reasons, Main Street functions were handled under
the umbrella of the CVB director. However, without a full time Main Street
Manager, the city found it could not participate in the Main Street Graduate
Program. The continuing promotion of the downtown historic district by the City
through CVB and organizations including the Heritage society, the Downtown
Georgetown Association, and the Chamber of Commerce, enabled the City to be
designated as a 1997 Great American Main Street City, the first Texas city to be
recognized.
In 1997, the City agreed with the Heritage Society that the CVB should take
responsibility for the Visitor and History Information Center. In 1997 staff and
volunteers greeted over 14,000 visitors. In 1998 that number grew to over 16,000!
That year, the City worked out a funding arrangement to hire a Main Street
Manager. This staff position is also responsible for coordinating the Visitors
Center. This arrangement has allowed us to once again officially participate in the
Main Street Program as a graduate city. The CVB currently is budgeted for a
Director's position which is vacant, a Sales and Marketing Coordinator, a Main
Street Manager, and a part time office assistant. The creation of partnerships
with the public and private sector have led to over $28.5 million in Downtown
reinvestment with over 80 % of our buildings having been renovated. Grown out of
the commitment to the downtown, tourism has become one of the community's
largest industries. Tourism is the 3"d largest industry in Texas. In Georgetown this
translates to approximately 330 jobs and .5 million in sales tax receipts.
Funding and Budget
It is important to understand how the CVB is funded. The State collects an
Occupancy tax of 13% from all venues within the City limits with overnight guests.
6% goes to the Texas Department of Economic Development and 7% is returned to
the City of Georgetown CVB. Our budget, including personnel costs, is based on
utilizing 100% of these funds. The laws directing the expenditure of this money are
very specific - there is a two-part test that every expenditure of local hotel
occupancy taxes must pass to be valid. First the expenditure must directly enhance
and promote tourism and the convention and hotel industry. In other words, visitors
will be attracted from outside the city and it's vicinity. If this result will not be
accomplished, occupancy tax revenues should not fund that project. The hotel
occupancy tax may not be used for general revenue purposes. The second
qualification must clearly fit into one of the five mandated categories that follow:
1) Funding the establishment, improvement or maintenance of a convention
center or Visitor Information Center.
2) Paying the administrative costs for facilitating Convention registration.
3) Paying for Tourism -related advertising and promotions of the city or its
vicinity.
4) Funding programs which enhance the arts.
5) Funding historical restoration or preservation programs.
State law allows proceeds of the tax to be used to cover the portion of
administrative costs that are directly attributable to work on facilities or events
that may be funded by the tax.
Accomplishments
The CVB has successfully promoted existing hotel/motel rooms to meetings,
conventions, tour groups, and leisure travelers. This has resulted in increased
hotel/motel tax revenue to the city despite growth in the supply of rooms in the
North Austin market. (Revenues from 1988-199819 in a handout)
C+�
In keeping with current technology, the CVB, along with the GIF and Chamber
created an internet web site promoting Georgetown, with each organization having
their own page. This has been a great venue to reach new markets. The CVB
supports special events in the community through strong media campaigns with local
and regional newspapers, magazines, and radio and television stations. We continue
to ensure that the Visitor Center stays an officially designated location by the
state so that we may distribute Texas department of Transportation literature
such as the State Travel Guide, Texas Maps, and Texas Event Calendar.
The CVB has created a cooperative marketing partnership to better utilize the
Trade show promotion budget. We hosted National Tourism Week activities which
included a photo contest, walking tours of the square to educate our youth, and a
Visitor Center volunteer "Thank You" party for the over 130 volunteers, all
promoting the value of tourism to the community. Georgetown received special
recognition at the Texas Association of Convention and Visitors Bureaus annual
conference for our National Tourism Week campaign. We worked with the
community to create a year long 150t" Birthday Celebration by the CVB providing
the staffing and coordination for the many events. New Dining Guides and Event
Calendars were designed and distributed to complete our overall marketing image.
In order to enhance and polish our image we also designed and created two new
Trade Show Booths (one free standing and one tabletop). Georgetown received
national recognition in Time Magazine for being one of the "Top Ten Small Cities in
the US" in which to live. This was a direct result of receiving the Great American
Main Street Award. We hosted 128 Travel Counselors for a familiarization tour of
Georgetown and area attractions. (A yearlong project) We hosted a Southern
Living Magazine travel writer for an article in the October 1999 issue (circulation
of this magazine is 1,095,000). If we had to pay for the copy space we received in
this issue it would have cost $99,920.00. Furthermore, Texas Highways had 10
pages of editorial and pictures on Georgetown in the December issue. It is difficult
to calculate the cost benefit, as this publication does not have paid advertising
space. But with a circulation of 300,000 just ask any merchant in town the
feedback and exposure they feel they have attained, especially the Escape Gallery,
which was featured on the cover. Georgetown's media exposure was further
increased with feature articles in local, regional and statewide publications - like
front-page exposure in the Austin -American Statesman and a Houston Chronicle
travel feature piece. The current CVB advisory board has already embarked on
strategic planning to focus future efforts for the most productive allocation of our
funds.
Main Street
Debbie Charbonneau is our current Main Street Director. In the 1998/99 year a
Vision and Mission statement was written along with the appointment of an advisory
w
board. By -Laws and Facade Fund guidelines were also set in place. Debbie completed
Main Street manager training thru the Texas Historical Commission. The Friends of
Main Street program was established and a dinner and tour of Georgetown for new
Texas Main Street managers was held .She is very excited about the creation of
the Red Poppy Festival. This event will replace May Fair. We are all encouraged that
this will become a springtime destination for many central Texans, and eventually
attain nationwide attendance. We are very proud that Debbie was selected to
attend the National Trust for Historic Preservation training in Washington D.0 to
become a certified Main Street Manager, a 2 year commitment. Other goals for the
coming year include:
Continue our 3 year commitment to be a Main Street Graduate city.
Educate and involve the community about Main Street.
Recruit more volunteers for the Visitor Center.
Educate downtown businesses and property owners about the sign ordinances.
Host a Charrette for the City of Georgetown.
You can't point to one individual or one event for the successes Georgetown has
achieved in the Tourism industry. Joint efforts of city staff, the CVB advisory
board and the many wonderful citizens of Georgetown who have volunteered their
time at the Visitor Center achieved these results over a period of time. We hope
this task force will reflect on these accomplishments as they recommend ideas for
our future endeavors.
Line Item
Convention & Visitors Bureau
Budget
Budget Percent of Budget
Ads, Notices, Recording Fees
$112000
3.98%
Advertising
$1 %090
6. 90%
Building & Equipment
$237949
8.66%
Conferences & Meetings
$43,700
1.70%
Dues & Subscriptions
$37000
1.08%
Personnel
$127,100
45.96%
Postage/Telephone
$161610
6.00%
Professional Services
$87000
2.89%
Programs & Projects
$4,000
1.45%
Supplies, Educational
$4,000
1.45%
Supplies, Promotional
$281000
10.12%
Supplies, Office & Print
$51>300
1.92%
Trade Shows
$187000
6.51 %
Vehicle
$3, 824
1.3 8%
TOTAL $276,573 100%
Advertising Currently Paid For:
TOTAL Advertising Budget 99/00: $19,090
% of Total CVB Budget: 6.90%
Current Advertising Promotions
Preprint Publishing - See Texas First Ad Insert
Exit Authority -
TDED Co -Op Advertisement (2 magazines)
Texas Accommodation Guide
TV Commercial/Video (not started)
Trade Shows Participating In for 99/00:
TOTAL Trade Show Budget: $18,000.00
% of Total CVB Budget: 6.51%
Current Shows Scheduled for 2000
Houston Home & Garden, Travel Leisure
Ft. Worth Home & Garden, Travel Leisure
Kincaid Travel Show
Meeting Planners International
Travel Counselors - Amarillo
POWWOW
National Tour Association
GLAMOUR SHOWS (contract)
Education Supplies
Total Budget: $411000
% of Total CVB Budget: 1.45%
goodie bags stuffing
poppy seeds
board support
Supplies, Promotional
Total Budget: $283,000
% of Total CVB Budget: 10.12%
all CVB brochures or publications,
Group Tditr Planning Manual,
pdrehase dChafilb r maps
Conferences/Meetings
Visitor Guide, Dining Guide, Calendar of Events, Red Poppy,
Total Budget: $43700
% of Total CVB Budget: 1.70%
CVB and Main Street Conventions, industry related & educational
TACJTB, TTIA
.-1
TDA, National Main Street
Dues/Subscriptions
Total Budget: $300
% of Total CVB Budget: 1.08%
industry membership dues
industry publication subscriptions
newspapers
Ads, Notices, & Recording Fees, Billboard on IH-35 (temple)
Total Budget: $111000
% of Total CVB Budget: 3.98%
right read
Programs & Projects (Main Street Budget):
Total Budget: $4,000
% of Total CVB Budget: 1.45%
Personnel
Total Budget: $1273,100
% of Total CVB Budget: 45.96%
Supplies Office & Print
Letterhead, business cards, labels, envelopes
Total Budget: $57300
% of Total CVB Budget: 1.92%
Telephone & Postage
Postage 8,000
Telephone, 8,610.00
-----------------------------------------
Total Budget: $161610
% of Total CVB Budget: 6.00%
Vehicle Maintenance and Lease
Vehicle Lease, 2,428.00
Vehicle Maintenance, 996.00
Gas, OR, Tires, 400.00
Total Budget: $3, 824
% of Total CVB Budget: 1.3 8%
Building & Equipment:
Building Lease
Building ISF 14,497
Equipment Lease 9,252.00
Supplies, Small Tools, 100.00
Maintenance Equipment 100.00
Total Budget: $2311949
% of Total CVB Budget: 8.66%
Professional Services
Total Budget: $8,000
% of Total CVB Budget: 2.89%
Ad agency
Board Retreat facilitator