HomeMy WebLinkAboutAgenda_MSTAB_01.08.2021Notice of Meeting for the
Main Street Adv isory B oard
of the City of Georgetown
January 8, 2021 at 9:00 AM
at Virtual
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Page 1 of 25
Regular Session
(T his R egular S es s ion may, at any time, be rec es s ed to c o nvene an Exec utive S es s ion for any purp o s e
authorized b y the O pen Meetings Ac t, Texas G o vernment C ode 551.)
A C all to o rder - Aaron Adams, B oa rd C h a ir
B Disc ussio n o n how this virtual conferenc e will b e c o nducted , to inc lude optio ns fo r pub lic comments and
ho w the p ublic may address the C ommis s io n – K im M cAu liffe, D owntown D evelopment M a n a g er
C C ons id eratio n and p o s s ib le ac tion on the minutes of the Dec emb er 11, 2020 b o ard meeting - Aa ron
Adams, B oard C h a ir
D Disc ussio n and p o s s ib le ac tion on the Annual Main S treet Ac creditation - Aaron Adams, B oa rd C ha ir &
K im M cAuliffe, D own town D evelopmen t M anager
E Disc ussio n o n P ro ject Teams , P artner updates , and BR E Visits
F S taff R ep o rt - K im M cAu liffe, D owntown D evelopment M a n a g er
Adjournment
Adjournment
Ce rtificate of Posting
I, R obyn Dens mo re, C ity S ec retary for the C ity of G eorgetown, Texas, do hereb y certify that this Notice of
Meeting was p o s ted at C ity Hall, 808 Martin Luther King Jr. S treet, G eorgeto wn, T X 78626, a p lace readily
acc es s ib le to the general p ublic as req uired by law, on the _____ day of _________________, 2021, at
__________, and remained so p o s ted fo r at leas t 72 c o ntinuo us hours prec eding the sc heduled time of s aid
meeting.
__________________________________
R o b yn Dens more, C ity S ecretary
Page 2 of 25
City of Georgetown, Texas
Main Street Advisory Board
January 8, 2021
S UB J E C T:
C all to order - Aa ron Ad a ms, B oard C h a ir
IT E M S UMMARY:
F IN AN C IAL IMPAC T:
NA
S UB MIT T E D B Y:
Kim Mc Auliffe
Page 3 of 25
City of Georgetown, Texas
Main Street Advisory Board
January 8, 2021
S UB J E C T:
Dis cus s io n on ho w this virtual c o nference will be cond uc ted, to includ e op tions for p ublic c o mments and
how the p ublic may ad d res s the C o mmis s ion – K im M cAuliffe, D own town D evelop men t M anager
IT E M S UMMARY:
F IN AN C IAL IMPAC T:
.
S UB MIT T E D B Y:
S haron P arker
Page 4 of 25
City of Georgetown, Texas
Main Street Advisory Board
January 8, 2021
S UB J E C T:
C o nsideration and pos s ible actio n o n the minutes o f the December 11, 2020 board meeting - Aaron
Ad a ms, B oard C hair
IT E M S UMMARY:
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:
D escription Type
Minutes Backup Material
Page 5 of 25
The Main Street Advisory Board met on Friday, December 11, 2020, at 9:00 AM virtually over a Zoom Meeting.
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.
Aaron Adams called the meeting to order at 9:02 AM. Members, A. Adams, T. Tallman, S. Rodocker, C. Tomasewski,
K. Hill, D. Gaume, and D. Wilks were in attendance.
Staff in attendance: Kim McAuliffe, Downtown Development Manager, and Sharon Parker, Administrative Assistant.
Guests in attendance: Ken Horak and Jennifer Tullis.
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 9:02 a.m.
B. Discussion on how this virtual conference will be conducted, to include options for public comments and how
the public may address the Commission – Kim McAuliffe, Downtown Development Manager
Staff reviewed the virtual conduct for the meeting, reminded the board that the meeting was open and visible
to the public and would be recorded.
C. Discussion and possible action regarding approval of the November 13, 2020 board meeting minutes – Kim
McAuliffe, Downtown Development Manager
Motion by T. Tallman. to approve the minutes as presented. Second by C. Tomasewski.
Approved: 7-0
D. Discussion and possible action regarding a Facade application request for 108 W. 8th Street – Kim McAuliffe,
Downtown Development Manager
Staff reported on a Main Street Facade Grant Fund application request for the property located at 108 W. 8th
Street. The planned improvements include reroofing the building due to hail damage. The applicant will be
investing $8,590 in facade related improvements at this time. The applicant has selected D&G Quality Roofing
to perform the required work for the improvements. The estimate provided by applicant totals $8,590 and
applicant seeks a grant for the maximum award they are eligible for of 50% or $4,295
Motion by T. Tallman to approve an award of $4,295.00, as determined by the scoring matrix for a maximum
award of 50% or up to $10,000. Second by K. Hill.
Approved: 6-0 (D. Wilks recused himself because he has personal connection to applicant)
E. Discussion and possible action regarding a Facade application request for 703 Main Street Street – Kim
McAuliffe, Downtown Development Manager
Staff reported on a Main Street Facade Grant Fund application request for the property located at 703 S. Main
Street. The planned improvements include reroofing the building due to hail damage. The applicant will be
investing $14,245 in facade related improvements at this time. The applicant has selected D&G Quality
Roofing to perform the required work for the improvements. The estimate provided by applicant totals $14,245
and applicant seeks a grant for the maximum award they are eligible for of 50% or $7,122.50.
Minutes of a Meeting of the
Main Street Advisory Board of the
City of Georgetown, Texas
Friday, December 11, 2020
Page 6 of 25
Motion by K. Hill to approve an award of $7,122.50, as determined by the scoring matrix for a maximum award
of 50% or up to $10,000. Second by S. Rodocker.
Approved: 6-0 (D. Wilks recused himself because he has personal connection to applicant)
F. Discussion and possible action regarding a Facade application request for 705 Main Street – Kim McAuliffe,
Downtown Development Manager
Staff reported on a Main Street Facade Grant Fund application request for the property located at 705 S. Main
Street. The planned improvements include reroofing the building due to hail damage. The applicant will be
investing $11,168 in facade related improvements at this time. The applicant has selected D&G Quality
Roofing to perform the required work for the improvements. The estimate provided by applicant totals $11,168
and applicant seeks a grant for the maximum award they are eligible for of 50% or $5,584.
Motion by T. Tallman to approve an award of $5,584.00, as determined by the scoring matrix for a maximum
award of 50% or up to $10,000. Second by A. Adams.
Approved: 6-0 (D. Wilks recused himself because he has personal connection to applicant)
G. Discussion and possible action regarding a Facade application request for 119 W. 7th Street – Kim McAuliffe,
Downtown Development Manager
Staff reported on a Main Street Facade Grant Fund application request for the property located at 119 W. 7th
Street. The planned improvements include replacing the second-floor windows, restoring the first-floor
windows, and adding fabric awnings to the front façade of the building. The applicant will be investing
$178,889 in facade related improvements at this time. The applicant has selected S. Watts Group to manage
the project and to perform the required work for the improvements. The estimate provided by applicant totals
$178,889 and applicant seeks a grant for the maximum award they are eligible for of 50% or $20,000.
Motion by S. Rodocker to approve an award of $20,000, as determined by the scoring matrix for a maximum
award of 50% or up to $20,000. Second by T. Tallman
Approved: 7-0
H. Discussion on Project Teams, Partner updates, and BRE visits
a. Fundraising Team – Ornament sales are looking good, less than 150 left. Greeting cards had
only 23 left as of last Friday. No raffle ticket sales yet but hoping for this weekend to be a big
push. Tickets are $5.00 each, drawing on December 22nd. Must come in person to purchase.
b. Breakfast Bites – Went well, smaller crowd. Very informative. Approximately 15-20 online and
12-15 in person. December is traditionally low attendance. May need to consider skipping
December next year.
c. Shop Small – weather was terrible, low attendance. The game worked but there were not that
many participants signed up. Continuing to promote shop small and to have people send in
receipts for drawings through December.
d. BRE visits – none since last meeting working on getting one scheduled with Buffalo Seven.
I. Staff Report – Kim McAuliffe, Downtown Development Manager
Staff gave a report on the status of the façade grant budget. Email sent with the most current totals. $3,000.00
needs to be reserved for signage grant requests.
New developments: New restaurant planned for old Burger U space, the name is Good Folks and it will feature
southern cuisine. A new restaurant is in the works at 601 S. Austin Avenue. City Post and District Six restaurants
are both still under construction but plan to be open before the end of the year. The Exchange of Georgetown is
moving from the square to 8th street at the end of the year, they are excited to open in their new location in
January. The Nightingale Bistro has opened in Lark & Owl. All seating is outside in the beer garden for the time
being, but ordering can still take place at the counter inside.
Upcoming Events – Jingle Georgetown Artisans Market tomorrow at the Arts Center & Artisans Connect Gallery
from 10-5
Page 7 of 25
Adjourn
Motion by A. Adams to adjourn the meeting. Second by C. Tomasewski, The meeting was adjourned at 10:03 AM.
____________________________________________________________________________________________________
Approved by the Main Street Advisory Board on
Date
_______________________ _ ________________________________ _
Main Street Advisory Board Chair Main Street Advisory Board Secretary
Page 8 of 25
City of Georgetown, Texas
Main Street Advisory Board
January 8, 2021
S UB J E C T:
Dis cus s io n and pos s ible actio n o n the Annual Main S treet Acc red itatio n - Aa ron Ad a ms, B oard C h a ir &
K im M cAuliffe, D owntown D evelop men t M a n a g er
IT E M S UMMARY:
R eview annual ac c red itatio n p acket and cons ider ap p ro val to s ubmit to Texas Main S treet offic e.
F IN AN C IAL IMPAC T:
.
S UB MIT T E D B Y:
KM
AT TAC H ME N T S:
D escription Type
Accreditation Report Cover Memo
Workplan 2020 Backup Material
Page 9 of 25
1
ANNUAL MAIN STREET
PROGRAM ACCREDITATION
To: Staff and Boards of Texas Main Street communities
Date: November 24, 2020 Report due date: Friday, January 15, 2021
________________________________________________________________
As referenced in the November 24, 2020 listserv email that accompanied this report, due to COVID
impact:
• If you were Accredited for the 2019 report, your program will be Accredited again this year as long
as you can show in the updated report that your program has not gone COVID dormant. Please set
aside time at upcoming board meetings to review last year’s report and provide updates as needed
or reference information already submitted in the quarterly Activity reports. If applicable, all self-
evaluation scores can remain the same.
• If you were not Accredited last year, please update the report with your board. While it may not
result in the program becoming Accredited for the current year, you would still be considered a Main
Street America Affiliate program.
Foundational elements/strategy areas of the new National Accreditation Standards of Performance:
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
Due to this reporting, a 4th quarter 2020 Activity report is not due. (Year-end Reinvestment reports/4th Quarter
are due January 10, 2021)
How to submit. As in the past, please submit reports electronically via:
1. A compressed email, with ‘Accreditation Report’ and your city name in the subject line.
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 10 of 25
2
Georgetown
CITY / PROGRAM NAME
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
Items not presently possible/expected due to COVID impact are crossed through.
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 to build an sustain 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
Page 11 of 25
3
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
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.
You can pull the information for this section from your quarterly Activity reports or related to your
program’s COVID responses.
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.
We are continuing to see encouraging activity in downtown Georgetown. We had several businesses open in quarter
3 and 4 who were met with great local support. These businesses include: Prima Dora (retail), Coreena’s Bridal
(retail), Omnia Outdoors (Professional Services), Black Sugar Cafe (restaurant), Wag Heaven Pet Supply (retail),
Tejas Meat Supply (Restaurant and retail), Nightingale Bistro (restaurant).
Additionally, new construction is moving along with the development at Riverplace Mixed-Use retail, office, loft
apartments (Corner of 2nd Street and Austin Avenue, along San Gabriel River) and RiverBluff multi-family (located
at Forest St. and 3rd Street, also along the San Gabriel River). This is the same developer, but different types of
projects. Several restoration and rehabilitation projects are also in process with CityPost and Goodfolks restaurants.
Page 12 of 25
4
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.
5
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. 5
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 45
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
Page 13 of 25
5
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
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
STANDARD II TOTAL SECTION SCORE ___________130__________
Page 14 of 25
6
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.
5
Please explain budget adjustments due to COVID here.
The downtown and economic development budget was reduced by about 25% this year due to COVID-19 demands
on other city services (these cuts were city-wide). Additionally, the Main Street Façade and Sign Grant Program is
expected to have a lower budget in 2021 and 2022 due to fundraising event cancelations.
Project profile/narrative. Please briefly provide at least one example related to an indicator in this section.
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.
VISION STATEMENT: Georgetown Main Street Program develops and enhances a vibrant, historic, economic center
that is attractive, creative, and evolving.
MISSION STATEMENT: Georgetown Main Street Program is a preservation driven, economic development
organization. We promote diverse community engagement to create a destination downtown for everyone.
CORE VALUES (if you have done this): High Level of Trust, Use of Effective Communication, Effectiveness of
Teamwork, High Standard of Professionalism, Improving the Quality of Life
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.
The board is fully dedicated to supporting the businesses and has gone above and beyond to contribute financially to
many local businesses. We also have many volunteers that have helped out in various ways, such as the Art with
Heart fundraiser for local businesses and for Main Street. This fundraiser helped contribute over $11,000 to
downtown businesses.
https://hellogeorgetown.com/artist-raises-11000-for-downtown-
businesses/?fbclid=IwAR059ivdlmgGV2xGItiXsBrPMQjlJXU5wtisQMd2TV5SkhDx6Vu5D7gW6Ck
Because of this generous effort, the board voted to award Rachel Hancock with the Main Street Star Award, for her
contributions to Main Street and the business community during a great time of need. The board has not been able to
present her with the award yet, due to COVID-19 limitations, but they look forward to recognizing her formally when
we can gather in person again.
Page 15 of 25
7
(Also asked in Standard I.)
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 distribution of 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. 3
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 Main Street Board understands its responsibility for program
finances, manages it effectively, and takes individual responsibility for
fundraising/development.
n/a
9. For urban non-profits: There has been an independent financial review in the last 12
months. n/a
Self-evaluation score, this section 33
STANDARD III TOTAL SECTION SCORE _______________48______
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
Page 16 of 25
8
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_________
Please submit your current work plan as a separate document. To allow us to provide assistance as needed in
2021, please answer the following:
☒ Our work/action plan reflects what was in place before COVID and we expect it will need to be adjusted
during 2021 ☐ Our work/action plan reflects what was in place before COVID but we DON’T expect that it will need to be
adjusted during 2021 ☐ Our work/action plan has been adjusted to reflect anticipated post-COVID proposed activities ☐ Other _______________________________________
Reference: Main Street Transformation Strategy planning model (Planning for Recovery)
STANDARD V. PRESERVATION‐BASED ECONOMIC DEVELOPMENT
The Main Street Program was developed with historic preservation at its core. A community’s historic
buildings and structures are some of its greatest assets to reflect the richness of its fabric and the strength of its
character and 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 on their value and history to the community, as well as, working with businesses
and property owners on appropriate improvements, uses and utilizing as possible 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 __x__ 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
Page 17 of 25
9
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.
Self-evaluation score, this section 60
STANDARD V TOTAL SECTION SCORE _________60____________
From the information provided in your quarterly reinvestment reports, please submit several examples of
design projects/building improvements that were completed during 2020, with before/during/after images and a
brief description of the work. This can include investment pertaining to COVID responses.
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)
5 (Texas
Treasures
Award - FTB)
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-
Page 18 of 25
Georgetown Main Street Program
Vision Statement:
Georgetown Main Street Program develops and enhances a vibrant, historic, economic center that
is attractive, creative, and evolving.
Mission Statement:
Georgetown Main Street Program is a preservation-driven, economic development organization.
We promote diverse community engagement to create a destination downtown for everyone.
Page 19 of 25
Project/Activity Lead Timeline Budget Status
Breakfast Bites/Downtown Lowdown Aaron Quarterly 2,000.00$ Ongoing
Schedule façade grant check presentations in conjunction with Breakfast Bites Staff Quarterly -$ Ongoing
Coordinate annual small business workshops in conjuction with Economic Development Goals Aaron May 2,500.00$ In Development
Project/Activity Lead Timeline Budget Status
Business Retention & Expansion Visits All, Dave, Christine Monthly 600.00$ Ongoing
Distribute Literature & Encourage Reinvestment through the Façade Grant Program All Monthly 2,000.00$ Ongoing
Coordinate reinvestment projects with Historic & Downtown Planner Staff Monthly -$ Ongoing
Recruit desireable new businesses to downtown through outreach and site visits Staff/ED Monthly 400.00$ Ongoing
ECONOMIC VITALITY WORKPLAN
For Strategy #: Foster development and historic preservation
For Strategy #: Facilitate communication & collaboration among downtown stakeholders
Page 20 of 25
Project/Activity Lead Timeline Budget Status
3rd Monday Quarterly Volunteer Lunch Christine Quarterly -$ Ongoing
College Town Meetings with Southwestern University Staff, Trisha Bi-Monthly -$ Ongoing
Encourage & assist businesses with applying for TDA awards Staff, Shelley July-Aug 300.00$ In process
Annual Christmas Party Trisha, Christine & Staff November - December 250.00$ In process
Project/Activity Lead Timeline Budget Status
Board Member Training & Site Visits All Annually 1,000.00$ Ongoing
Annual Collectible Ornament Fundraiser for Façade Grant Program Kate, Diane, Shelley July - October 4,000.00$ In process
Greeting Card Fundraiser for Façade Grant Program Kate, Diane, Shelley October-November 1,500.00$ In Process
ORGANIZATION WORKPLAN
For Strategy #: Foster development and historic preservation
For Strategy #: Facilitate communication & collaboration among downtown stakeholders
Page 21 of 25
Project/Activity Lead Timeline Budget Status
Work collaboratively with City departments involved in improvements; planning, public works, arts and culture, project management, CVB
through Downtown Coordination Meetings Staff Monthly -$ Ongoing
Attend Downtown TIRZ meetings to serve as Main Street liason for reviewing and approving new improvement projects Aaron As needed -$ Ongoing
Work with the Arts & Culture Coordinator on potential public art improvement locations; murals and sculptures Amanda, All As needed -$ Ongoing
Project/Activity Lead Timeline Budget Status
Review and update the Façade and Sign Grant Program Process All June-July -$ In process
Collaborate with other preservation-based organizations by attending Preservation Georgetown meetings Kate, Aaron Monthly -$ Ongoing
Serve as liason to the THC MS design services for business and property owners Staff As needed -$ Ongoing
Review wayfinding options and work with other downtown stakeholders on preferred option Diane, Staff November-May TBD Ongoing
Work with Historic & Downtown Planner on updates to the Downtown Design Guidelines Britin, All October - September Planning In process
DESIGN WORKPLAN
For Strategy #: Foster development and historic preservation
For Strategy #: Facilitate communication & collaboration among downtown stakeholders
Page 22 of 25
Project/Activity Lead Timeline Budget Status
Main Street Star Award All As needed 200.00$ Ongoing
Shop Small Project Aaron, Diane July-Nov 2,000.00$ Complete
Collaborate with other downtown promotional organizations by attending DGA meetings Rotates with Board/Staff Monthly -$ Ongoing
Promote Downtown as a signature destination and encourage collaborative marketing All As needed 4,000.00$ Ongoing
Labor Day Weekend Sidewalk Sale - Promotional Campaign Diane, Christine, Dave, Kate July - Sept 1,000.00$ 2021
Project/Activity Lead Timeline Budget Status
Georgetown Swirl (Fundraising to support façade grant program)Kate, Shelley, Christine, Trisha Aug-March 15,000.00$ 2021
Blazin' Beer Crawl (Fundraising to support façade grant program)Aaron, Christine, Dave, Kate April-Aug 10,000.00$ 2021
PROMOTION WORKPLAN
For Strategy #: Facilitate communication & collaboration among downtown stakeholders
For Strategy #: Foster development and historic preservation
Page 23 of 25
City of Georgetown, Texas
Main Street Advisory Board
January 8, 2021
S UB J E C T:
Dis cus s io n on P rojec t Teams, P artner updates , and BR E Vis its
IT E M S UMMARY:
F undraising Team
Breakfas t Bites
G eorgetown S wirl
BR E Visits
F IN AN C IAL IMPAC T:
.
S UB MIT T E D B Y:
Kim Mc Auliffe
Page 24 of 25
City of Georgetown, Texas
Main Street Advisory Board
January 8, 2021
S UB J E C T:
S taff R ep o rt - K im M cAuliffe, D own town D evelop men t M anager
IT E M S UMMARY:
F acade grant bud get up d ate
Bus ines s & develo p ment up d ates
F IN AN C IAL IMPAC T:
.
S UB MIT T E D B Y:
Page 25 of 25