HomeMy WebLinkAboutAgenda_MSTAB_01.07.2022Notice of Meeting for the
Main Street Adv isory B oard
of the City of Georgetown
January 7, 2022 at 9:00 AM
at City Hall Community Room, 808 Martin L uther K ing Jr. Street
T he C ity of G eorgetown is committed to compliance with the Americans with Disabilities Act (ADA). If you
require as s is tance in partic ipating at a public meeting due to a disability, as defined under the ADA, reas onable
as s is tance, adaptations , or ac commodations will be provided upon request. P leas e c ontact the C ity S ec retary's
O ffic e, at leas t three (3) days prior to the sc heduled meeting date, at (512) 930-3652 or C ity Hall at 808 Martin
Luther King Jr. S treet, G eorgetown, T X 78626 for additional information; T T Y users route through R elay
Texas at 711.
Regular Session
(T his R egular S es s ion may, at any time, be rec es s ed to c onvene an Exec utive S es s ion for any purpose
authorized by the O pen Meetings Act, Texas G overnment C ode 551.)
A C all to order - C hristine Tomaszewski, B oard C hair
B C ons ideration and possible action on the minutes of the November 12, 2021 board meeting - C hristine
Tomaszewski, B oard C hair
C Disc ussion and possible action on a Main S treet F aç ade G rant applic ation reques t for the property
loc ated at 115 W. 7th S treet - K im M cAuliffe, D owntown D evelopment M anager
D Annual Main S treet C ommunity Ac creditation R eport - C hristine Tomaszewski, B oard C hair and K im
M cAuliffe, D owntown D evelopment M anager
E Disc ussion on P rojec t Teams, P artner updates , and BR E Visits
F S taff R eport - K im M cAuliffe, D owntown D evelopment M anager
G Adjournment
Adjournment
Adjournment
Ce rtificate of Posting
I, R obyn Densmore, C ity S ecretary for the C ity of G eorgetown, Texas, do hereby c ertify that this Notic e of
Meeting was posted at C ity Hall, 808 Martin Luther King Jr. S treet, G eorgetown, T X 78626, a plac e readily
acc es s ible to the general public as required by law, on the _____ day of _________________, 2022, at
__________, and remained s o posted for at leas t 72 c ontinuous hours prec eding the s cheduled time of said
meeting.
__________________________________
R obyn Dens more, C ity S ec retary
Page 1 of 35
City of Georgetown, Texas
Main Street Advisory Board
January 7, 2022
S UB J E C T:
C onsideration and pos s ible ac tion on the minutes of the November 12, 2021 board meeting - C hristine
Tomaszewski, B oard C hair
IT E M S UMMARY:
C onsideration and pos s ible ac tion on the minutes of the November 12, 2021 board meeting - C hristine
Tomaszewski, B oard C hair
F IN AN C IAL IMPAC T:
NA
S UB MIT T E D B Y:
S haron P arker
AT TAC H ME N T S:
Description Type
Minutes Backup Material
Page 2 of 35
The Main Street Advisory Board met on Friday, November 12, 2021, at 9:00 AM at Georgetown City Hall Community
Room, 808 Martin Luther King Jr. St.
The City of Georgetown is committed to compliance with the Americans with Disabilities Act (ADA). If you require
assistance in participating at a public meeting due to a disability, as defined under the ADA, reasonable assistance,
adaptations, or accommodations will be provided upon request. Please contact the City Secretary’s Office, at least
three (3) days prior to the scheduled meeting date, at (512) 930-3652 or City Hall at 808 Martin Luther King Street for
additional information; TTY users’ route through Relay Texas at 711.
Christine Tomaszewski called the meeting to order at 9:07 AM. Members: Christine Tomaszewski, Michele
Jaroszewski-Webb, Bobby Weisbrod and Aaron Adams were in attendance.
Absent - Kate Hill, Dave Wilks, Lauren Mendoza
Staff in attendance: Kim McAuliffe, Downtown Development Manager, Sharon Parker, Board Liaison.
Guests in attendance:
Regular Session
(This regular session may, at any time, be recessed to convene an Executive Session for any purpose authorized by
the Open Meetings Act, Texas Government Code 551.)
A. Call to order at 9:07 a.m.
B. Consideration and possible action regarding approval of the September 10, 2021, board meeting minutes –
Christine Tomaszewski, Board Chair
Motion by C. Tomaszewski to approve the minutes as presented. Second by B. Weisbrod .
Approved: 4-0
C. Discussion and possible action on a Main Street Façade Grant Fund application request for the property located
at 120 W. 8th Street – Kim McAuliffe, Downtowns Development Manager
Staff reported on a Main Street Façade Grant Fund application request for the property located at 120 W. 8th
Street. The planned improvements include adding a new roof on the building with a 20-year warranty on the
work. The applicant has invested over $100,000 in building improvements at this time. The applicant has
selected Hometown Roofing to perform the required work for the demolition and installation. The estimate
provided by applicant totals $16,400 and the applicant seeks a grant for the maximum award they are eligible
for of 50% or $8,200.
A. Adams made a motion to approve the façade grant request for the maximum award amount of $8,200 after
the scoring determined it was eligible for the maximum amount of $20,000. Second by M. Jaroszewski-Webb.
Approved: 4-0
D. Discussion on Project Teams, Partner updates, and BRE visits
a. Fundraising – Finalizing a few orders for the Down on Main Street Fundraiser. We have received
a fair number of orders. We hope to raise a little over $500 for the first order. Working on the
annual Christmas ornament. Delayed by 4-6 weeks. Supply chain issues. Ornaments will be in
mid-December.
b. Breakfast Bites – Program to focus on what to do after the Holidays. Aaron - December is
slower with the holidays.
c. Shop Small / Small Business Saturday / Artist Sunday – We had a logo created for shop small
that is specific to Georgetown. we will give away canvas tote bags. Super simple this year. In
conjunction with Small Business Saturday we are promoting Artist Sunday which is the next
day.
d. Georgetown Swirl - next meeting November 15th. Art almost ready. Ticket sales kick off on
December 1st. Still working through VIP location.
Minutes of a Meeting of the
Main Street Advisory Board of the
City of Georgetown, Texas
Friday, November 12, 2021
Page 3 of 35
e. BRE visits – Visited with Lark & Owl, they gave some good feedback. They have some things
they are working on. They are doing okay.
E. Staff Report – Kim McAuliffe, Downtown Development Manager
Current balance - $55,000.00, Good Folks has submitted their request for reimbursement for $20,000.00 and
Kilwins has also completed theirs at $500.00. We will likely see a pretty good amount in the mid-year CAFR
adjustment.
TDA Conference – The Golden Rule was awarded the Best Downtown Business in Texas.
New Developments – Good Folks has opened. City Post is also open, they just had their vent hoods inspected
and the Health Department should be there next week. They should be able to open up full capacity. New
expansion – Tap room at Rentsch Brewery is opening in Downtown. They will be next to Thundercloud Subs.
Update on how much Development we are starting to see in Downtown from a pre-development / pre-
groundbreaking. We are expecting up to 250,000 square feet of space to be coming into Downtown over the
next 2-3 years.
The sidewalks are wrapping up with constructions, they should be done with Austin Ave intersection next week.
7th street will start after the 1st of the year. The expanded mural on To Have and To Hold will start on December
7th. Public restrooms had a new Mural put on them. Continuing to work on the City’s Center project. We will be
doing improvements to the shot gun house right behind City Hall.
Events – This Saturday is Market Days, Jingle and Mingle is November 18th, Fall down Pub Crawl is November
20th, Small Business Saturday and Artist Sunday.
Partner updates – Interviews going on next week for the Chambers President.
Motion by C. Tomaszewski to adjourn the meeting. Second by, B. Weisbrod . The meeting was
adjourned at 9:55 AM.
Approved by the Main Street Advisory Board on
Date
_ _
Main Street Advisory Board Chair Main Street Advisory Board Secretary
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City of Georgetown, Texas
Main Street Advisory Board
January 7, 2022
S UB J E C T:
Dis cus s ion and pos s ible ac tion on a Main S treet F açade G rant application request for the property located
at 115 W. 7th S treet - K im M cAuliffe, D owntown D evelopment M anager
IT E M S UMMARY:
F IN AN C IAL IMPAC T:
F acade fund
S UB MIT T E D B Y:
KM
AT TAC H ME N T S:
Description Type
Staff Report Cover Memo
Application Backup Material
Supplemental Materials Backup Material
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- Coversheet -
Main Street Program – Façade Grant Fund
9:00 a.m. – Friday, January 7, 2022
115 W 7th Street
AGENDA ITEM DESCRIPTION
Discussion and possible action on a Main Street Facade Grant Fund application request for the
property located at 115 W. 7th Street. The planned improvements include adding a new roof on the
building with a 20-year warranty on the work, replacing the exterior windows, and painting the
exterior. The applicant will be investing $47,136.62 in building improvements at this time.
The applicant has selected Pella Window, Tag Roofing, and ELJ Painting to perform the required work
for the demolition and installation. The estimate provided by applicant totals $47,136.62 and the
applicant seeks a grant for the maximum award they are eligible for of 50% or $20,000.
AGENDA ITEM DETAILS
• Business Name: Diva, The Ultimate Design Studio LLC
• Applicant: Randy & Jeannine Weisbrod
• Property Owner: 5GK Enterprises
• Property Address: 115 W 7th Street
• Historical/Current Building Name: HC Craig Building
• Historic Overlay: Williamson County Courthouse Historic District
• Application History: This is the first review for this application
ECONOMIC IMPACT
Extended hours of operation: Open 7 days a week, not extended past 6 PM
First Floor Use: Yes, tenant has retail use
Occupy a Vacant Structure: No
Sales Subject to Sales Tax: Yes, tenant pays sales tax
Capital Expenditures: The applicant is investing over $47,136.62 for building improvements
HISTORIC PRESERVATION
Date of construction: 1903
2016 Historic Resources Survey Level of Priority: High
National Register Designation: Williamson County Courthouse
Texas Historical Commission Designation: NA
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LOCATION
On the Square vs. Off the Square: The property does face the Courthouse and is considered to be on
the Square.
STAFF ANALYSIS
Staff has met with applicant and reviewed the application in its entirety and finds that the request is
complete and eligible for funding consideration by the Main Street Advisory Board. This application
has been approved by the HPO.
ATTACHMENTS
Exhibit A – Application and backup materials
SUBMITTED BY
Kim McAuliffe, Downtown Development Manager
Page 7 of 35
L:\Division\ms\ed\MAIN STREET\Design & Infrastructure\Facade & Sign Grant Program\Grant Applications\Application Form\2017 Facade Sign Reimbursement Grant Application.doc
10
FAÇADE & SIGN REIMBURSEMENT GRANT PROGRAM APPLICATION
Please return completed with necessary attachments and signatures to Georgetown Downtown Development office,
809 MLK Jr., no later than the THURSDAY prior to the first Friday of each month. If you have any grant application
questions, please contact the Downtown Development Manager at 512/930-2027. If you have any building or sign
permit/historic preservation or design questions, please contact the Historic District Planner at 512/930-3581.
Applicant Name_______________________________________________________ Date______________________________
Business Name__________________________________________________________________________________________
Mailing Address ______________
Contact Phone___________________________________ Email Address__________________________________________
Building Owner (if different from applicant)___________________________________________________________________
Historical/Current Building Name _________________________________________________________________________
Physical Building Address________________________________________________________________________________
Type of Work: (check all that apply)
Sign Paint Masonry cleaning/paint removal Awning/Canopy Fire Sprinklers or Suppression Systems
Uncovering/replacing windows Roof work Foundation work Removal of barriers to public accessibility
Other: _________________________________________________________________________________________________
Details of Planned Improvements for Façade & Sign Reimbursement Grant: (attach additional information if necessary)
How will this project benefit downtown? (Check all that apply)
Extended business hours First floor usage Occupying vacant/underutilized structure
Subject to sales tax Enhance historic significance Location is on the square Location is off the square
List Contractor/Project Architect Proposals and Total Amounts (attach original proposals):
1.
2.
3.
TOTAL COST OF PROPOSED GRANT PROJECT (CAPITAL EXPENDITURES): _____
AMOUNT OF FAÇADE AND/OR SIGN GRANT REQUESTED (MAY NOT EXCEED 50% OF TOTAL GRANT COSTS:$500 SIGN
MAX,$20,000 FACADE MAX):
Include all required color samples of paint fabric canopy, sign design, etc., as well as digital photographs of
r, roof and foundation if applicable to grant.
Date
Advisory Board Review
Approved
Rejected
Date
$30,642.23 - KM per RW
$47,136.62 - KM per RW
Page 8 of 35
L:\Division\ms\ed\MAIN STREET\Design & Infrastructure\Facade & Sign Grant Program\Grant Applications\Application Form\2017 Facade Sign Reimbursement Grant Application.doc
11
FAÇADE & SIGN REIMBURSEMENT GRANT AGREEMENT FORM
Please return completed with necessary attachments and signature to Georgetown Downtown Development office,
809 MLK Jr. no later than the Thursday prior to the first Friday of each month. If you have any grant application
questions, please contact the Downtown Development Manager at 512/930-2027. If you have any historic
preservation/design questions, please contact the Historic District Planner at 512/930-3581.
I have met with the Georgetown Downtown Development Manager, and I fully understand the Façade & Sign
Reimbursement Grant Procedures and Details established by the Georgetown Main Street Advisory Board. I
intend to use this grant program for the aforementioned renovation projects to forward the efforts of the
downtown revitalization and historic preservation program known as the Georgetown Main Street Program. I
have not received, nor will I receive insurance monies for this revitalization project.
I have read the Façade & Sign Reimbursement Grant Application Procedures including the Façade & Sign
Reimbursement Grant Details.
I understand that if I am awarded a Façade & Sign Reimbursement Grant by the Georgetown Main Street
Advisory Board, any deviation from the approved project may result in the partial or total withdrawal of the
Façade & Sign Reimbursement Grant. If the façade or sign is altered for any reason within one (1) year from
construction, I may be required to reimburse the City of Georgetown immediately for the full amount of the
Façade & Sign Reimbursement Grant.
____________
Business/Organization Name
s Signature Printed Name Date
(if different from applicant)Printed Name Date
This section to be completed by City Staff:
Design Approval (obtain signature of Historic District Planner or City Planning staff) Date
Date
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City of Georgetown, Texas
Main Street Advisory Board
January 7, 2022
S UB J E C T:
Annual Main S treet C ommunity Acc reditation R eport - C hristine Tomaszewski, B oard C hair and K im
M cAuliffe, D owntown D evelopment M anager
IT E M S UMMARY:
F IN AN C IAL IMPAC T:
.
S UB MIT T E D B Y:
Kim Mc Auliffe
AT TAC H ME N T S:
Description Type
Accreditation Report Cover Memo
Page 22 of 35
1
ANNUAL MAIN STREET
PROGRAM ACCREDITATION x
To: Staff and Boards of Texas Main Street communities
Date: November 16, 2021 Report due date: Friday, January 21, 2022
What is accreditation?
Accreditation is a mark of distinction within designated Main Street communities (Designated communities
include both accredited and non-accredited communities within our Main Street network.) ACCREDITED
communities have worked to meet rigorous performance standards and achieve meaningful revitalization in
their downtowns or commercial districts.
The performance standards upon which accreditation is based fall into SIX broad categories:
1. Broad-based Community Commitment
2. Leadership & Organizational Capacity
3. Diverse and Sustainable Funding
4. Strategy-Driven Programming (Main Street Transformation Strategy model)
5. Preservation-Based Economic Development
6. Demonstrated Impact & Result
What is the review process?
Once you have submitted your self-evaluation and 4th quarter Reinvestment Report, state staff will review
your submissions along with your other quarterly reports, and recommend YES or NO for accreditation. These
recommendations will be sent to Main Street America. Note that you need to your Main Street America
membership needs to be current in order to be eligible for accreditation. Cities will be notified of their
accreditation status in the spring.
What about my 4th quarter report?
Due to this end-of-year reporting, a 4th quarter activity report is optional. However, year-end/4th quarter
Reinvestment Reports are required – and due January 10, 2022.
Additional Submission Requirements
1. Work Plan - Please submit your 2022 work plan with this self-assessment OR indicate that you will be
submitting the work plan by the end of January.
2. Organizational Chart – This year, instead of submitting a salary survey or financial incentives
questionnaire, we are asking that you submit an organizational chart that demonstrates who you
report to and how your Main Street program fits within city structure (see attached example.) If your
org chart has names on it, that’s fine – but names are not required.
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2
Submission Checklist City: Georgetown
WORK PLAN
☐ I am submitting a work plan for 2022 OR
☒ We have not completed our work plan but will submit ours by Jan. 30, 2022
*I am submitting our 2020 work plan. Our new board is appointed March 1, 2022 and we have a
planning retreat in April 2022, which is different than most programs. I can submit the 2022 one once
we complete it at our annual retreat. We had difficulty having a retreat in 2021 due to COVID
restrictions, which also impacted our work plan.
SELF-ASSESSMENT
☒ I have completed this self-assessment in concert with my entire Board OR
☐ I have completed this self-assessment in concert with my Board President only
ORGANIZATIONAL CHART
☒ I am submitting an org. chart that demonstrates how my position fits within the city structure.
DESIGN PROJECTS
☒ As evidence of our achievements in Standard V (Preservation-based economic development) I am
submitting several examples of design projects/building improvements that were completed in 2021,
with before/during/after images and a brief description of the work. These could be projects previously
submitted in your Q1-Q3 reports, or projects completed in this 4th quarter.
COMMITTEES
So that the Texas Main Street staff can better understand how your program operates, please tell us which
committees you have:
☐ Design Committee
☐ Organization Committee
☐ Promotions Committee
☐ Economic Vitality Committee
We do not have a traditional 4-point committee structure, we have project teams instead.
☒ Other (please specify): Georgetown Swirl Project Team____
☒ Other (please specify): Blazin Beer Crawl Project Team_____
☒ Other (please specify): Breakfast Bites Project Team_______
☒ Other (please specify): Fundraising Project Team_________
How to submit. As in the past, please submit reports electronically via:
1. An email, with ‘Accreditation Report’ and your city name in the subject line OR
2. Upload to a sharing site of your choosing (Dropbox, Google Docs etc.) and share with us. Regardless of
the submission method, the whole report should be in a single document or email and sent to
mainstreet-reports@thc.texas.gov. The exceptions can be the Work Plan and Design/Improvement
project examples that can be separately submitted or included at the end of this document.
Page 24 of 35
3
City: Georgetown_
1 = We do not do this.
2= Marginal performance. We do not consistently do this.
3 = Average performance. We do this, but there is general agreement improvement is needed.
4-5=Strong/exceptional performance. It’s part of our plan; it consistently helps us reach stated goals; our
organization’s credibility is high because of how well this is done etc.
STANDARD I. BROAD‐BASED COMMUNITY COMMITMENT
A. The Main Street organization fosters a culture of community engagement, collaboration and commitment to the
revitalization process.
Key Indicators Value
(1=low to
5=high/strong)
1. We build awareness of the value of the district and show the measurable impact of our
efforts through regular external communications.
5
2. An inclusive outreach strategy exists through which all sectors of the community are
invited to participate, and which encourages volunteer effort.
5
3. Connecting with businesses in the district regularly is a program priority. This includes an
active visitation program (by staff, board and committee leaders) and stakeholder
meetings/activities that provide opportunities for businesses to regularly come together.
5
4. The Main Street volunteer base reflects district and community demographics (age, race
& ethnicity, gender, skills & interests, socio-economic, etc.). This is clearly demonstrated by
the make-up of the supporting volunteer structure.
5
5. There is active participation from the public sector in the volunteer structure that
supports Main Street (i.e. ex-officio board membership, engagement in program activities
etc.)
5
6. Main Street regularly updates City officials and share progress and impact of the
revitalization effort at council meetings and throughout the year.
5
7. The supporting volunteer structure of Main Street includes participation
from partner organizations such as chamber, economic development corporations, tourism
agencies, schools & universities, and anchor corporations.
5
Self-evaluation score, this section 35
B. Public sector participation. In addition to what is covered in the previous section, the public sector is a crucial
leader and foundational partner in building a successful revitalization program.
Key Indicators Value
(1=low to
5=high/strong)
1. The City promotes the district as an important community asset. 5
2. Main Street/downtown is a priority of the City. 5
3. The City adequately funds the Main Street program at a level which allows it to achieve
its goals and objectives. (Budget detail under Strategy III)
5
4. Main Street is included in municipal decisions pertaining to planning and implementation
of initiatives for the district. 5
Self-evaluation score, this section 20
C. District Stakeholders, including property and business owners, organizations, and residents are the most
Page 25 of 35
4
immediate beneficiaries and the most important investors for successful revitalization.
Key Indicators Value
(1=low to
5=high/strong)
1. A majority of district property and business owners show commitment to the district’s
vitality through direct investment of resources in physical, economic, and promotional
improvements.
5
2. A broad base of district property and business owners, residents, workforce, and other
organizations participate in revitalization through direct involvement in Main Street
activities.
5
Self-evaluation score, this section 10
D. The Community-at-large, including residents, local organizations and corporations outside the district, but
within the community.
Key Indicators Value
(1=low to
5=high/strong)
1. A broad base of community members/residents is engaged in Main Street activities.
(Refer to similar questions under A.) 5
2. Local corporations actively support and invest in the district’s revitalization program
through investment of human (leadership & employee participation) and financial
resources directly and in partnership with the Main Street program.
(Refer to similar question under A.7.)
5
3. We have downtown residents and they are involved in program activities. (Mark n/a if
you do not have downtown residents.)
5
Self-evaluation score, this section 15
STANDARD I TOTAL SECTION SCORE _________80_____________
Project profile/narrative.. Please briefly provide at least one example related to an indicator in this section
on Broad-based Community Commitment. You can pull the information for this section from your quarterly
Activity reports or related to your program’s ongoing COVID responses.
The City Council has added “Enhancing the Façade & Sign Grant Program” to their goals – an exciting
development. We requested an increase in Council appropriations in the next FY budget because we
anticipate several requests due to the increase in redevelopment activity in downtown. We were awarded an
additional $40,000 to help continue with the grant program because Council sees the value and successes of
this program and is committed to making sure we can support the continued downtown redevelopment
efforts.
Reflection. As you reflect on your program’s success (or struggles) in standard I, please share any
observations / comments / concerns / questions you may have.
It was a pleasant surprise to see so many businesses bounce back this year. Even more of a surprise is our
reinvestment numbers for 2021 are the highest we have ever seen! I think a lot of this has to do with years
of efforts to improve downtown and get the dominos falling into place, because now it’s on a roll!
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5
STANDARD II. ACTIVE LEADERSHIP & ORGANIZATIONAL CAPACITY
Main Street has a unique position to be able to offer a diverse range of opportunities for people to come together to
become active leaders in various capacities and at different points in the revitalization process.
A. Active Volunteer Leadership. The Board.
Key Indicators Value
(1=low to
5=high/strong)
1. The Board has balanced representation from district stakeholders, public sector leaders,
essential partners and community members. (Refer to similar questions under Standard I.)
5
2. The Board leads through strategy, which includes annual review of organizational and
programming efforts in a retreat setting; an active work plan guided by the Board that
aligns with strategies; and focus on strategies through the business segments of monthly
Board meetings.
5
3. Each board member demonstrates an active level of board participation through regular
attendance at board meetings.
5
4. Board members are active advocates for the program and the district. 5
5. Every Board member, in addition to attending meetings, has a working role in different
aspects of the program, by leading or participating in committees or teams and projects
throughout the year.
4
6. Board members sign an Accountability Agreement that outlines the commitment for
board service. (Note: examples are in the Online Resource Library)
5
7. Board members participate in leadership development and trainings that
support board roles and knowledge base in revitalization.
4
8. New board members receive an orientation to become more familiar with the Main
Street Approach, board roles & responsibilities, the district, agreements with the
coordinating program, and ongoing program efforts.
5
9. There is adherence to bylaws, including term limitations, and other elements related to
Board service.
5
Self-evaluation score, this section 43
B. Supporting Volunteer Structure.
Key Indicators Value
(1=low to
5=high/strong)
1. All four points of the Approach are addressed through the work plan and program
activities. Note: Specific questions about the Work Plan is covered in Standard IV.
5
2. There is a volunteer coordination structure in place that includes rotation and retention
initiatives.
5
3. Each volunteer committee, team, task force, and project or activity has active chair or
co-chairs and enough supporting members to implement their focus effectively and
carry appropriate planning and implementation successfully.
5
4. To avoid ‘silos’ there is a mechanism in place that regularly brings volunteers together
throughout the year to ensure cross-collaborative effort and alignment of strategy.
(i.e. annual retreat, quarterly meetings etc.)
5
5. Volunteers not in board leadership roles also receive orientation and training. 5
6. The organization has active volunteer recognition initiatives and activities that highlight
the talent, contributions, and impact provided by individuals and groups within the
organization.
5
Self-evaluation score, this section 30
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6
C. Professional Program Management.
Key Indicators Value
(1=low to
5=high/strong)
1. The organization has continually had a Program Director in place for at least 8 of the 12
months during the past year.
5
2. Within the existing organizational structure (city employee or urban/non-profit), Main
Street staff salary & benefits are sufficient at a level, and which reflects the perceived value
of the revitalization effort. Regular salary increases occur. (Note: see related questions
under Standard III)
5
3. A staff job description is in place that includes clearly defines performance expectations. 5
4. There is a formal staff performance review process (typically will be completed in the
city structure by the program manager’s supervisor).
5
5. There is regular staff communication among staff, board and committees, task forces
etc.
5
6. The chain of command/relationship between staff and board is clearly defined and
results in effective, positive and strong two-way relationships throughout the program.
5
7. Main Street staff receives professional development annually aligned with the Texas
Historical Commission Main Street contract. (2020-webinars, virtual conferences etc.)
5
☐ TMSP series of live Four Point workshops (virtual, March-May)
☐ THC’s Real Places conference (virtual, Feb.)
☒ Main Street Now (national conference, virtual, spring)
☐ TMSP series of live Four Point workshops (virtual, March-May)
☐ Multiple TDA Summer Camp sessions (virtual, July)
☒ Texas Main Street Retreat in Seguin (in person, Sept.)
☒ Texas Downtown Association Conference (in person, Nov.)
☐ Other (please specify): ___________________________
☐ Other (please specify): ___________________________
8. Quarterly Activity reports as required in the contract are consistently submitted.
(Note: No 4th Q Activity report due to this submission. 4th Q reinvestment reports due January 10, 2021)
Texas Main Street
office will score this
based on your
report submissions.
Self-evaluation score, this section 35
D. Defined mission and organizational foundation. Note: the Work Plan is covered in Standard IV.
Key Indicators Value
(1=low to
5=high/strong)
1. The Main Street program has a clearly defined purpose, outlined through a mission
statement. The Board reviews the mission statement annually and uses it as a tool to help
evaluate the organization’s priorities, areas of focus and involvement, and to drive the
program’s work.
5
2. The mission statement is highly visible and promoted in the program’s online, printed
communication tools, and projects and activities.
5
3. The Main Street organization has by-laws. 5
4. Program activities are effectively coordinated. 5
Self-evaluation score, this section 20
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7
STANDARD II TOTAL SECTION SCORE ______128____________
Project profile/narrative.. Please briefly provide at least one example related to an indicator in this section
on Standard 2 - Active Leadership & Organizational Capacity. You can pull the information for this section
from your quarterly Activity reports or related to your program’s COVID responses. Please also provide
your Statements of Purpose (Vision, Mission, Core Values etc.) or the link to them online.
This year we welcomed three new Main Street Advisory Board members to the team. The Board Chair and
Staff held an orientation with the members to inform them about City processes, meeting format, annual
goals, the Main Street work plan, and the annual retreat information in March 2021.
Reflection. As you reflect on your program’s success (or struggles) in standard II, please share any
observations / comments / questions you may have.
Although downtown has really had a banner year, our Main Street program board and volunteers had
difficulty with engagement and collaboration due to COVID restrictions. I’m hopeful that we can get back
to normal in 2022 and have a retreat to reengage our team and work with others more than ever. We are
planning a joint retreat with the Arts & Culture Board in April 2022 where we will plan together and make
strides to enhance the downtown cultural district.
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8
STANDARD III. DIVERSE FUNDING & SUSTAINABLE PROGRAM OPERATIONS
A. The Main Street Program Has Diversified Funding Sources.
Key Indicators Value
(1=low to
5=high/strong)
1.The Main Street funding structure has a balanced mix of sources that includes adequate
city funding.
5
2. District stakeholders (businesses and property owners, workforce, residents,
organizations) invest in Main Street programming and revitalization efforts through
partnerships, sponsorships, marketing, memberships, and fundraising initiatives etc.
(Also asked in Standard I.)
5
3. Similarly, community-wide individual and organizational stakeholders understand
downtown’s value and invest in the effort. (Also asked in Standard I.)
5
Self-evaluation score, this section 15
B. The Main Street Program Has Sustainable Program Operations.
Key Indicators Value
(1=low to
5=high/strong)
1. The Main Street funding structure provides for balanced attention to all four points. 5
2. Work aligns with financial capacity. 5
3. A detailed budget is in place that adequately covers operations, including program
personnel, office administration, financial management activities
5
4. The budget adequately covers programming and activity expenses. 5
5. The budget adequately covers professional development and training expenses. 5
6. For city-based programs: The Main Street Board is kept apprised of and is familiar with
the Main Street budget allocated through the City and related sources. They advocate for
additional funding when needed.
5
7. For city-based programs: If a separate fundraising or similar account is maintained under
the authority of the City, the Main Street Board regularly reviews and manages it
effectively, and, if applicable, effectively raises funds to support the program.
5
8. For urban non-profits: The MS Board understands its responsibility for program finances,
manages it effectively, and takes individual responsibility for fundraising/development.
NA
9. For urban non-profits: There has been an independent financial review in the last 12
months. NA
Self-evaluation score, this section 35
STANDARD III TOTAL SECTION SCORE ____50_________________
Reflection. As you reflect on your program’s success (or struggle)s in standard III, please share any
observations / comments / concerns / questions you may have.
We were unable to host events for a good portion of the year, which impacted our fundraising efforts to
support the Façade & Sign Grant Program. As a result, the City Council gave Main Street an additional
appropriation of $40,000 towards the grant program. This demonstrated their commitment to our program
efforts and to downtown redevelopment.
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9
STANDARD IV. STRATEGY-DRIVEN PROGRAMMING
Decades of experience implementing the Main Street Approach™ has demonstrated that building and sustaining a
successful downtown effort is not a project, but an ongoing process that requires long-term commitment.
A. Main Street Has a Vision for the future of District and Defined Strategic Direction for the Program’s Work.
Key Indicators Value
(1=low to
5=high/strong)
1. Feedback from district stakeholders is regularly collected. 5
2. We have up-to-date district market, economic and demographic data. 5
3. Our vision and mission (outlined in Standard II-Leadership) drives our work. 5
4. To understand and act upon market opportunities, we have conducted a consumer
survey in the last 2 years.
5
5. To understand and act upon market opportunities, we have an up-to-date building and
business inventory. 5
Self-evaluation score, this section 25
B. Main Street’s Work Plan is Aligned to Selected Strategies and the Main Street 4-Point Approach.
Key Indicators Value
(1=low to
5=high/strong)
1. We have a Plan of Work driven by market understanding. 5
2. We are (please indicate which one) exploring / have begun / have adopted a Transformation
Strategy plan of work. 5
3. Our work plan has activities across all four points of the Approach. 5
Self-evaluation score, this section 15
STANDARD IV TOTAL SECTION SCORE _________40____________
Reflection. As you reflect on your program’s success (or struggles) in standard IV, please share any
observations / comments / questions you may have.
With Main Street being part of the Economic Development Department, we have very up to date market
data for downtown and the city at large. We also have an annual survey that is sent to all businesses and
then we sort for the downtown so that I can receive more direct feedback as well as compare the data
citywide.
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10
STANDARD V. PRESERVATION-BASED ECONOMIC DEVELOPMENT
STANDARD V. PRESERVATION-BASED ECONOMIC DEVELOPMENT
A community’s historic buildings and structures are some of its greatest assets and have the power to convey a
unique and inviting sense of place. Consequently, preservation and rehabilitation should be a priority goal for all Main
Street programs. Promoting a historic preservation-based program includes educating
the public, as well as working with businesses and property owners on appropriate improvements and utilizing the
services of the TMSP design staff.
Key Indicators Value
(1=low to
5=high/strong)
1. There have been visible changes in the appearance of downtown over the last year
through reinvestment activity and appropriate design work from façade and building
rehabilitations, signage, awnings, maintenance etc. (We will reference reinvestment &
design reports for this section.)
5
2. Downtown/the commercial district is listed in the National Register of Historic Places or
eligible. If not, has this been previously explored? Yes ____ No ____
5
3. There is an educational program in place to build community awareness about the
value of the district’s historic assets and history.
5
4. The community is a Certified Local Government, has a preservation ordinance, or the
organization has design guidelines, based on the Secretary of Interior Standards, in place
and applies them during reviews as applicable. Please provide details.
5
5. We have a design review process that ensures appropriate preservation outcomes. 5
6. There is a design review process. (Mark as ‘3’ if it only applies to projects receiving local
grants; ‘5’ if there is review for any work in the Main Street district.)
5
7. There is a recent business/property inventory. (Also asked in Standard IV) 5
8. Volunteer leadership, staff seek out preservation-based training and as a result are
confident in their understanding of basic concepts of historic preservation.
5
9. Preservation-based economic incentives are in place to encourage appropriate
improvements to historic resources in the district.
5
10. Ordinances, activities and/or incentives have been put into place to address and target
issues such as building underutilization, long-term vacancies, storage etc.
5
11. We have not lost any historic resources/assets/properties in the district over the past
12 months.
5
12. We are live/public on DowntownTX.org. 5
13. We are actively working to become live/public on DowntownTX.org. NA
Self-evaluation score, this section 60
STANDARD V TOTAL SECTION SCORE ___________60_________
Reflection. As you reflect on your program’s success (or struggles) in standard V, please share any
observations / comments / questions you may have.
This year, the downtown and old town design guidelines were updated, which was a major project for the
Downtown & Historic Planner. Main Street was a stakeholder and active participant in this project. We are
planning to work on a Downtown Masterplan update next year, so some of this information will be helpful
for that project too.
Page 32 of 35
11
STANDARD VI. DEMONSTRATED IMPACT & RESULTS
Key Indicators Value
(1=low to
5=high/strong)
1. Reinvestment reports are submitted as required in the contract. Texas Main Street
office will score this
based on your
report submissions.
2. Reinvestment into the district during the year and over time indicates improvement is
occurring.
5
3. The Main Street program is recognized and valued locally as the driver of the
revitalization effort and for the resulting contribution to quality of life.
5
4. Downtown/the program/projects have been recognized with external awards, grants or
designations over the year (i.e. Texas Downtown Association President’s Awards, THC
Texas Treasures awards for downtown businesses, Cultural District, Texas Capital Fund,
etc.)
5
5. Downtown is generally viewed as an active marketplace which the community supports. 5
6. There are long-time businesses in downtown, providing evidence that there is a
marketplace that can support them.
5
7. Property values and market activity means that new businesses opening in our
downtown are prepared for and capable of effectively running a business. ‘Hobby’
businesses have decreased over time.
5
8. Property owners generally understand the inherent value of historic buildings and their
responsibility to be good stewards of them.
5
9. Property owners see a positive return on their investments. 5
10. Downtown’s occupancy rate has increased over time, including second floor uses. 5
11. Downtown has destination businesses. 5
Self-evaluation score, this section 50
STANDARD VI TOTAL SECTION SCORE _____50______________
-end-
Reflection. As you reflect on your program’s success (or struggles) in standard VI, please share any
observations / comments / concerns you may have.
As indicated in our reinvestment reports, we are seeing more reinvestment in downtown that ever. I believe
this will be our highest reported investments since we started tracking in 2007. Our occupancy rate in
downtown is 100%, and infill development is in our pipeline. We will have over 250,000 SF of new
developments coming online in the next 2-3 years.
Page 33 of 35
City of Georgetown, Texas
Main Street Advisory Board
January 7, 2022
S UB J E C T:
Dis cus s ion on P roject Teams , P artner updates, and BR E Vis its
IT E M S UMMARY:
Fundraising
G eorgetown S wirl
Small Business S aturday
BR E Visits
F IN AN C IAL IMPAC T:
.
S UB MIT T E D B Y:
S haron P arker
Page 34 of 35
City of Georgetown, Texas
Main Street Advisory Board
January 7, 2022
S UB J E C T:
Adjournment
IT E M S UMMARY:
F IN AN C IAL IMPAC T:
.
S UB MIT T E D B Y:
Page 35 of 35