HomeMy WebLinkAboutAgenda CC 05.11.2021 WorkshopN otice of M eet ing of the
Governing B ody of the
C ity of Georgetown, Texas
M ay 11, 2 02 1
The G e orgetown City Council will meet on May 11, 2021 at 2:00 P M at Virtual M eeting
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Page 1 of 107
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Policy De ve lopme nt/Re vie w Workshop -
A P re sentatio n, discussion, and possible direction regarding the City’s re spo nse to C O VID-19 --
J ac k Daly, Community Services D irector
B P re sentatio n and discussion of Brand Research and Strategy P resentatio n report -- Aly Van
Dyke , Director of Communicatio ns and P ublic Engagement, and N orth Star
C Co nfirmatio n and prioritization of ac tion steps from council goals de rived from the Council
visio ning sessions completed on February 5th and 6th -- David Morgan, City M anager
Exe cutive Se ssion
In compliance with the Open Meetings Ac t, Chapter 5 51, Government Code, Verno n's Texas Codes,
Annotated, the items listed below will be disc ussed in closed session and are subject to action in the
regular se ssio n.
D Sec. 5 51 .07 1: Consul tati on wi th Attorney
Advice fro m attorney about pending or co ntemplated litigation and o ther matters on which the
attorney has a duty to advise the City Co uncil, including agenda items
- Litigation Update
Sec. 5 51 .08 6: Certai n P ubl i c P ow e r Uti l i ti es: Competi ti ve M atters
- Co mpetitive M atters – P urchased P ower Update
Adjournme nt
Ce rtificate of Posting
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I, R o b yn Dens mo re, C ity S ec retary fo r the C ity of G eorgetown, Texas , d o hereb y certify that
this No tic e of Meeting was posted at C ity Hall, 808 Martin Luther King Jr. S treet,
G eorgeto wn, T X 78626, a p lace readily ac ces sible to the general pub lic as required by law, on
the _____ day of _________________, 2021, at __________, and remained s o posted for
at leas t 72 c ontinuous ho urs p receding the s ched uled time o f said meeting.
__________________________________
R o byn Dens more, C ity S ecretary
Page 3 of 107
City of Georgetown, Texas
City Council Workshop
M a y 11, 2021
S UBJEC T:
P resentation, disc ussio n, and possible direction regarding the City’s response to C OVID-1 9 -- J ack Daly, Community
Services Direc to r
I T E M S UMMARY:
Staff will prese nt an update regarding the City's re spo nse to C OVID-19 and seek City Council concurrence on city
operations, as we ll as seek direction on masking requirements within City facilitie s and how City Council and Boards and
Commission me e tings should be hosted.
F I NANC I AL IMPAC T:
None at this time.
S UBMI T T ED BY:
J ackson Daly
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City of Georgetown, Texas
City Council Workshop
M a y 11, 2021
S UBJEC T:
P resentation and discussio n of Brand Research and Strategy P resentation repo rt -- Aly Van Dyke, Director of
Communications and P ublic Engagement, and No rth Star
I T E M S UMMARY:
Last fall the City hired No rth Star, after a competitive bidding process, to work with the City to update, re fine, and
complete the City’s brand to he lp unify the City’s communic atio ns pre sence. Earlier this ye ar, North Star coordinated
with the City to conduct a site visit, stakeholder interviews, and an online survey to gather c ommunity o pinions and
feedback about Georgetown. The research ac c umulated almost 9 00 different inputs which included 46 stakeho lder
interviews, 17 intercept surveys, five focus groups, 507 community survey responses, 2 10 c onsumer responses (fro m
prior work in 20 19 ), and 12 external perceptio n calls. Qualitative and quantitative responses from this research re vealed
key themes and tre nds in perceptions about George to wn’s identity.
This re searc h is the basis of Georgetown's strategic brand platform that will inform the ne xt phase of the branding
process. The next steps include the develo pment of creative brand messaging follo wed by brand action ideas for
implementation.
F I NANC I AL IMPAC T:
None.
S UBMI T T ED BY:
Kef for Aly Van Dyke, C AP E Director
AT TAC HMENT S :
Description
G eo rgeto wn R es earch and S trategy
Page 5 of 107
+ Georgetown, Texas
Brand Research & Strategy Presentation
May 11, 2021
Page 6 of 107
North Star Place Branding + Marketing
2
North Star is a national leader in place branding. All of
our work is focused on helping communities identify
their competitive strengths and leverage those strengths
strategically, creatively and tactically for the purposes of
increasing resident recruitment, community pride,
visitation and economic viability. Our philosophy is
simple: Your brand should connect the soul of your
community to the heart of your consumers. The
process we use to realize that philosophy is much more
complex, as it has been refined and perfected over the
past 20 years through partnerships with over 225
communities in 44 states, including Texas.
Through our approach, we discover Georgetown’s
optimum positioning, the best use of resources to
leverage your equity in the brand and
the ideal creative identity to energize current
and prospective residents and attract and retain
businesses. In addition, we will provide guidance for you
to coordinate and deploy the brand across city
departments and among community stakeholders.
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Unique creative & activation
solutions for every community
Proven process to drive
stakeholder consensus
A Balanced Approach to Place Branding
3
Resident engagement & research
to uncover your DNA
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Branding
Process
4
Stakeholder & Community Education
Insight Gathering & Research
DNA & Strategy Formation
Creative Brand & Message Development
Brand Action Ideas
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mostly confirmation and articulation
not revelation
Today’s presentation is about research and strategy and does not include any creative elements for Georgetown.
Page 10 of 107
RESEARCH BY THE NUMBERS
●46 Stakeholder Interviews
●17 Intercepts
●5 Focus Groups
●46 www.GTXBrand.com
●507 Community Survey
respondents
●210 Consumer Responses
from 2019
●12 External Perception Calls
Social Media (Facebook, Twitter, NextDoor)
More than 800 unique inputs
referenced for the research
=
Posts Reach Engagements
18 41,937 1,017
Georgetown Weekly E-Newsletter
Included For Avg. Weekly
Subscribers
5 Weeks 14,166
Emailed
Stakeholder Groups GTXBrand.com
Sign-Ups
13 46
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Brand Barometer
7507 Respondents
Community Survey (residents)
Page 12 of 107
Answering The Question:
“On a scale of 1-10, how likely are you to recommend living, visiting
or conducting business in Georgetown to a friend or colleague?”
The Math: Promoters (9-10); Passives (7-8); Detractors (1-6)
Promoters - Detractors = Brand Advocacy Score (Net Promoter Score)
Passives are not counted.
8
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Detractors
Brand Barometer
Passives Promoters
On a scale of 1 to 10, with 1 being “not at all likely” and 10 being
“extremely likely,” how likely would you be to recommend…
Living in Georgetown
9
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Brand Barometer On a scale of 1 to 10, with 1 being “not at all likely” and 10
being “extremely likely,” how likely would you be to recommend
Georgetown to a friend or colleague…
10
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Internal Qualitative Data
Site Visit
Intercepts
www.GTXBrand.com
Focus Groups
Stakeholder Interviews
(in person, phone conversations and via Zoom)
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Internal Qualitative Data
Best Descriptors
Historic
Bedroom community
Suburban
Authentic
Supportive, connected
Quaint, wholesome
Closed-off, cliquish
Conservative
THEMES in order of frequency
Greatest Assets
Downtown Square
Sense of community
Parks and Trails
Quality of life
Slower pace
Sun City
Central location
Proximity to Austin
Small town character
Access to leaders,
responsiveness
Challenges
Job growth
Commuters out
Managing growth, sprawl
Traffic, roads
Identity crisis
High cost of living
Schools
Reputation as just
retirees
What We Think
Outsiders Say
Downtown Square
Sun City retirees
Conservative
Slower pace
Suburb without diversity
Far away
Pass through community
Strict law enforcement
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Internal Qualitative Data
13
Missing
Diversity, inclusion, representation
Job growth (professional)
Large employers
Identity, awareness
Cohesive marketing, promotion
Entertainment, nightlife, venues
Affordable housing, variety
THEMES in order of frequency
Greatest Opportunities
Economic diversification
(adv mfg, distribution, healthcare)
Available land; not landlocked
Destination retail
Lifestyle amenities
Outdoor recreation, parks
Young professionals, families
Southwestern University
Location, market size
Most Important to Identity
Downtown Square
Sense of community
Central location
Proximity to Austin
Small town character
Parks and trails
Growth potential
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Internal Quantitative Data
Community Survey
507 respondents
Page 19 of 107
Community Survey
Other:
●Growing too fast, getting crowded
●Artistic
●Future-focused
15
Which of the following are the best descriptors for Georgetown?
Choose two answers.
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Community Survey In your opinion, what are Georgetown's two greatest assets?
Choose two answers.
16
Other:
●Art community
●Residents, volunteers
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Community Survey How do outsiders (non-residents of Georgetown) describe Georgetown?
Choose two answers.
17
Other:
●Charming
●Friendly
●Strict law enforcement
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Leander
●Growing
●Country, rural
●Boring
●Bedroom
community
New Braunfels
●German
●Fun
●River
●Quaint
Cedar Park
●Shopping
●Suburban
●Busy, crowded
●Growing
Round Rock
●Busy, crowded
●Growing
●Traffic
●Dell
San Marcos
●College town
●Shopping
●Far
●Fun
Pflugerville
●Boring
●Growing
●Suburban
●Austin,
practically
Community Survey What is the first adjective that comes to mind when describing
the following communities?
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Community Survey What distinguishes Georgetown from other communities in the Austin region?
Downtown Square and Historic District
●“Quaint historic Square grounds our community, and provides a small town atmosphere even though there are hip, fun
places around it. ”
●“Georgetown was able to maintain its historic assets, both around the Square and the Old Town residential neighborhood.”
Maintains Its Small Town Feel
●“Georgetown is a smaller town even though it continues to grow. People speak to you and say hi even if they don't know you
(not everyone but it is basically a friendly little town)...”
Parks and Recreation Areas
●“If you get tired of people, our parks and lake are simply amazing. I almost hate to say that too loudly as I enjoy the quiet.“
●“The scenic parks and trails are excellent and a huge asset to living here.”
Growth and Development, For Better or Worse
●“The order that we enjoy even with the growth that we have had. Services and infrastructure seem to keep up with and stay
ahead of the growth.”
●“The city-planning for new growth and businesses seems to be unrealistic. The growth in area of Wolf Ranch and all on Hwy
29/University is too much for the city streets to handle.”Page 24 of 107
Community Survey In your opinion, what are the greatest challenges currently facing Georgetown?
Choose two answers.
20
Other:
●Infrastructure and jobs to meet
population growth
●Utilities (water, electric, internet)
●Traffic, public transit
●HomelessnessPage 25 of 107
Community Survey In your opinion, what is missing in Georgetown?
Choose two answers.
21
Other:
●Controlled growth
●Effort to keep identity/character
●Amenities (grocery stores, chain
and local restaurants/retail)
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Community Survey First Impressions
What aspect of Georgetown has the most
positive impression on visitors and newcomers?
●“...the Square to see something different than
the usual shopping, or dining experience.”
●“Local businesses owners are so welcoming”
●“The care, restoration and respect of the
historical buildings...”
●“Red Poppy festival during spring...”
●“The sense of community and belonging...”
●“We’re not Austin. Yet.”
What aspect of Georgetown has the most
negative impression on visitors and newcomers?
●“Traffic congestion / too crowded”
●“...Lack of public transportation options”
●“For newcomers...the schools.”
●“Price! High cost of homes. High property
taxes.”
●“The perception [as] a sleepy retirement
community with no diversity”
●“[What’s] in the news about racism,
confederate statues and a concern for
diversity.”
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Community Survey In your opinion, what two things are most important to Georgetown's identity as a
community (without these Georgetown is not Georgetown)?
Choose two answers.
23
Other:
●Southwestern University
●Caring for those who need help
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Community Survey Which of the following best reflects your opinion of this logo?
24
I recognize it and do not think it is reflective
of our community’s character.
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Community Survey Please share any further comments about this logo.
25
Positive Comments
●Mix of new and old, refinement
and tradition
●Has been in use for a long time
●Cursive shows movement, is
comfortable and welcoming
●Distinct and memorable
●No need for change
Negative Comments
●Younger people don’t know
that’s a cursive “G”
●Boring, unoriginal
●Old fashioned, colors and
typefaces clash
●Too formal, elitist
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External Quantitative Data
2019 Consumer Awareness and Perception Study
Dallas-Fort Worth and Houston
210 Respondents
2019 consumer input is consistent with data gathered in 2021.
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CAP Study What first comes to mind when you think of the following communities as places to visit?
27
Georgetown
●Southwestern
University
●Austin suburb
●Good food
●Hill Country
Round Rock
●Austin suburb
●Dell
●Baseball
●Family
Fredericksburg
●Wine
●Good food,
peaches
●German history
●Hill Country
San Marcos
●River
●Shopping
●Texas State
●Fun
Waco
●Baylor University
●Magnolia Market,
Gaines Family
●Museums
●Boring
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CAP Study How is Georgetown distinct from other destinations in Central Texas?
28
Preserves a Small Town Feel
●“It's an old fashioned, friendly small town”
●“Georgetown has a distinct ‘small town’ feeling.”
●“Close enough to a bigger city, but far enough to be out of the craziness”
A Sense of History
●“It has great historical significance as well as landmarks to see”
●“Georgetown has a nice historic courthouse and is the county seat of that general area.”
And a Welcoming, Relaxing Vibe
●“Welcoming and warm people, more culture, and has a nice movie theater and art shows”
●“Has the old town feeling, Feels like time slows down”
●“It is a great city for retirement”
But It’s Changing Quickly
●“It is being swallowed by Austin”
●“It is one of the fastest growing areas in the country”
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BONUS RESEARCH
External Qualitative Data
Influencer Perception Study
External conversations with area municipalities and professionals in tourism and economic development.
Page 34 of 107
EXTERNAL PERCEPTIONS
in order of frequencyInfluencer Perception Study
Opportunities
Economic development
growth
Strolling with your
beverage
Closer than people think
Young professionals
Proximity to Austin
High-end retail
Housing variety
Outdoor assets
Executive housing without
Austin price
Challenges
Managing growth
Reputation as only seniors
Reputation as super
conservative
Closed-off
Schools
Williamson County strict
law enforcement
Assets
Downtown Square
Parks and connected
trails
Wineries
Sun City
Ease and charm
Independent identity
Available land (big
projects)
Well managed
Lake Georgetown and
San Gabriel Park
Missing
Diversity
Vibrancy
Housing variety
Young families
News coverage of any
kind
Reputation for outdoor
recreation
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STRATEGY
Insights
Page 36 of 107
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Insights
During this phase of the process, the body of quantitative and qualitative data uncovered in the research phase is analyzed to
identify key themes and trends. From this, a set of insights comprising the emotional sparks of the Georgetown story are crafted.
These insights lead to Georgetown's unique strategic brand platform.
Georgetown's strategic brand platform, or DNA as North Star calls it, is the single most important and vital outcome of the branding
process. Like an individual’s DNA, it is code for what makes the community special at its core. As such, it must be distinct, ownable
and authentic. It must differentiate Georgetown locally, regionally and even nationally and increase awareness and regard within
the community and beyond. This differentiation must remain in keeping with the personality perceived by stakeholders, residents
and visitors.
Georgetown's strategic DNA should become the cornerstone for all creativity, action, policy and passion moving forward. Imagine
the cumulative potential for your community if all major decisions were made within the context of what makes Georgetown truly
different and special.
So where does all of this research lead us? One thing to remember in a process like this is that we cannot tell you to be something
you’re not. We won’t do it even if that is your secret hope. Your brand will be based on what is true and authentic. That is why we
study your history and culture but maintain an eye on the future and your aspiration. What about your history and culture
differentiates you and is relevant and meaningful today for your interests and goals?
Repetition, Repetition, Repetition. This is not just a rule of effective communication. We know we are onto something when we start
hearing similar thoughts and ideas about your community. Positioning helps us market.
North Star uses voices from the research to present key insights.Page 37 of 107
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The job of the brand is to tell your most competitive story.
The job of the strategy is to determine what that story should be about.
Insights
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“Georgetown is way up there.”
“Austin doesn’t know us.”
“No one wears Georgetown shirts or hats.”
Insights WHERE DID THE RESEARCH LEAD US?
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WE HEARD LOTS OF GREAT THINGSInsights
35
“Georgetown has the right mix of history, authenticity, and personality.
It feels small like 3000 but close to Austin.”
“We enjoy a slower pace – but not behind.”
“You just cannot have the voice you do anywhere else but in Georgetown.”
“The picture-perfect Texas town square.”
“I will age better here.”
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WE HEARD LOTS OF GREAT THINGSInsights
36
“We don’t have to live where it is cool; we will make where we live cool.”
“Georgetown has a sense of community and belonging more than any other place.”
“Round Rock, Leander, and Cedar Park look and feel like a Dallas suburb.
Not Georgetown.”
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37
“It’s monochromatic. It’s a problem.”
“We have to be careful with strip mall sprawl.”
“The prosperity gap is going to squeeze out our opportunity.”
“
Insights WE HEARD CONCERNS
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“Distinct in that it is truly its own community.”
“We developed our character on our own.
Sprawl may have found us, but it doesn’t define us.”
“We maintained independence from Austin.
We did not grow because of Waco or Austin.”
“I don’t live there. But it is where I do my living.
Parks, trails, shopping, dining, friends, etc.”
Insights WHAT IS DISTINCT?
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KEY POINTSInsights
39
1.Georgetown offers proximity to Austin (and its large market) on your terms without enduring
hassles and chaos. More affordable, more land, comfortable pace.
2.Residents and visitors celebrate the historic character and vibrant experiences on the square.
Emblematic of an authentic and memorable community.
3.The community enjoys responsive leadership and avoids the suburban sameness of others.
4.Georgetown is a place of opportunity where growth comes amidst a supportive business
community with a talented workforce.
5.Georgetown is the quintessential Hill Country town with charm, convenience, opportunity,
recreation, and ease. The quality of life and belonging many seek.
6.Although SWU introduces diverse cultures to the community, diversity and inclusion is lacking.
The sense of belonging should be enjoyed by all.
7.It has enthusiastic ambassadors but needs the cohesive language and tools for them..
STRATEGY
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STRATEGY
DNA Platform
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To whom Georgetown has the most appeal
What makes Georgetown special
Target Audience:
Point-of-Difference:
Benefit:Why it should matter to the consumer
Frame of Reference:Geographic context of Georgetown
Georgetown DNA Platform Statement
41
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For those who prefer the ease of Austin adjacent,Target Audience:
Point-of-Difference:
Benefit:
Frame of Reference:
Georgetown DNA Platform Statement
Georgetown, with the most beautiful town square in the state,
is the genuine, comfortable Central Texas you hoped for
where your growth (personal and professional) is met with a strong
sense of belonging.
42
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43
Process: How Strategy Unites Your Community
Our process combines a proven approach with customized creativity and out-of-the-box thinking specific to your situation. It
begins with detailed research and expert-driven strategy development. Then it builds vivid brands in the real world through
award-winning visual identity design and an action plan implementable by your team (or with our assistance as needed) within
your budget and timeline. Research and strategy is paramount to reaching consensus concerning the direction of the brand well
before any decisions about creative elements and activation are made.
The strongest connections between a community and its brand are made when everyone understands and supports the ideas that
underlie the eventual brand creative. Thus, our process and guidance is centered first on creating understanding and buy-in to a
DNA and strategic platform. This critical, foundational asset will outlive any campaign because it is the underlying truth and
driving force of your community. With consensus on it, the creative decisions that follow will be relatively simple for your steering
committee. It will also ensure Georgetown’s goal of uniformity is met - as all decisions will be based upon its real and true DNA.
Time and time again, we have learned that strategy unites and inspires partner compliance and ultimately changes behavior.
The upcoming creative phase will result in a final package of foundational creative tools that strategically supports the Georgetown
brand platform. These tools layer personality on top of the strategy in order to make an emotional connection with the consumer.
They include a narrative, tagline, logo refinement, color palette, and creative executions. Together they begin to tell the Georgetown
story in a compelling and memorable way. The Georgetown brand action plan to follow will contain dozens of ideas—large and
small—for integrating the brand into the city’s marketing and promotions. Ideas can touch on the website, new products to support
the strategy, vehicles, merchandise and more. All ideas to not reflect new budget items. Creative deliverables are designed using the
visual brand identity and brand language to serve as a guide for putting the brand to work.
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Stakeholder & Community Education
Insight Gathering & Research
DNA & Strategy Formation
Creative Brand & Message Development
Brand Action Ideas
Next Steps
Page 49 of 107
CASE STUDY
Johnson City, Tennessee
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CHALLENGE: With a sesquicentennial approaching, Johnson City was eager to update a decades-old brand identity and distinguish itself
among the Tri-Cities. Eyeing the next 150 years, how can this outdoor mecca and educational powerhouse leverage the region while standing
out within it? Johnson City needed a strong brand that positioned itself as a talent magnet for decades to come and a vehicle to celebrate the
century and a half that defined its authenticity, culture and self-sufficient nature.
INSIGHT: Johnson City demonstrates a strong commitment to quality of life, particularly to outdoor pursuits. It has more opportunities close to
downtown than neighbors like Asheville. So there’s no Asheville envy here, just a desire to enjoy short commutes whether that is to your tech
job in a space with exposed brick walls or a mountain bike park on the edge of downtown organized like your favorite ski resort. Like many
college towns, Johnson City suffers brain drain as grads chase urban living elsewhere only to find it unaffordable. But this City is not the place
to get lost in a theoretical vacuum. The critical thinking and insights gained from higher education get tested and put to work here. You’ll find
the innovation you’d expect from universities and the business sector, but take a look at the public sector. Johnson City solved a chronic
flooding issue by creating Founders Park that mitigates the problem while creating a beloved space. Just one of many examples in this
picturesque town of how critical thought can go the extra mile in creating critical mass (outdoor rec, downtown activity and community pride).
BRAND STRATEGY: Johnson City’s new brand elements serve as an invitation to this mountain setting and economic opportunity.
But it is also a call to action to get outdoors, do your best, and become involved. Go All Out will obviously attract adventurers and outdoor
enthusiasts. But it encourages innovative thinking and gets to a distinction for perseverance and resiliency in this part of the state. You are part
of a strong community here that will Go All Out for your needs and dreams.
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JOHNSON CITY STRATEGIC DNA STATEMENT
Target Audience:
Point of Difference:
Benefit:
so those wanting unobstructed views and viewpoints in a
scenic mountain setting,
where the best of natural gifts are nurtured and practically applied,
can pursue passions naturally.
Frame of Reference:Johnson City is the commercial, educational and cultural hub
of NE Tennessee,
47
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48
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49
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Thank you Georgetown!
Page 55 of 107
Race
●White: 76.92%
●No Answer: 12.43%
●Hispanic/Latino: 4.34%
●Multiracial: 1.97%
●African American: 1.58%
●Other: 1.38%
●Asian: 0.79%
●Native American/Alaska: 0.59%
●Pacific Islander/Hawaii: 0.00%
Relationship to GTX
●Live & Retired: 38.26%
●Live & Work: 34.12%
●Live Only: 16.37%
●Other: 4.73%
●Live/No Work: 3.55%
●Work Only: 2.37%
●Neither: 0.59%
Age
●Under 18: 0.00%
●18 - 24: 13.33%
●25 - 34: 27.14%
●35 - 44: 22.86%
●45 - 54: 11.43%
●55 - 64: 16.67%
●65 - 74: 7.62%
●Over 75: 0.95%
51
Age
●Under 18: 0.20%
●18 - 24: 2.96%
●25 - 34: 7.50%
●35 - 44: 13.41%
●45 - 54: 15.38%
●55 - 64: 17.16%
●65 - 74: 27.61%
●Over 75: 10.45%
●No Answer: 5.33%
Gender
●Male: 28%
●Female: 67%
●No Answer: 5%
Residence in GTX
●0-5 yrs: 33.33%
●6-10 yrs: 20.73%
●11-15 yrs: 16.24%
●16-20 yrs: 8.76%
●20+ yrs: 20.94%
Community Survey – 507 Respondents ±4.35 Margin of Error @ 95% Confidence Level
Income
●< $50k: 6.31%
●$50k - $100k: 25.84%
●$100k - $150k: 20.91%
●$150k - $200k: 10.26%
●$200k - $250k: 5.92%
●> $250k: 7.69%
●No Answer: 23.08%
2019 CAP Study – 210 Respondents ±6.76 Margin of Error @ 95% Confidence Level
Gender
●Male: 50%
●Female: 50%
Race
●White: 60.95%
●African American: 15.71%
●Hispanic/Latino: 10.95%
●Asian: 8.10%
●Multiracial: 2.86%
●Other: 1.43%
●Native American/Alaska: 0.00%
●Pacific Islander/Hawaii: 0.00%
Income
●< $50k: 50.00%
●$50k - $75k: 20.48%
●$75k - $100k: 11.43%
●$100k - $150k: 12.86%
●$150k - $200k: 3.33%
●$200k - $250k: 1.43%
●> $250k: 0.48%
Residence
●Dallas/Ft.Worth: 50%
●Houston: 50%
Page 56 of 107
City of Georgetown, Texas
City Council Workshop
M a y 11, 2021
S UBJEC T:
Confirmation and prioritization of action steps from c ouncil goals derived from the Co uncil visioning sessions
completed on Fe bruary 5 th and 6th -- David Morgan, City Manager
I T E M S UMMARY:
City Council participated in Visioning Sessions on February 5-6 , 20 21 and develo ped governance guidelines, strate gic
initiatives, and go als. The City Council framed the strategic initiatives and goals within the fo llowing areas of emphasis:
Governance
Growth
Housing
Economic Develo pment
Downto wn
City staff presented the Report and Strategic P lan to the City Council at its workshop on March 23, 20 21 to seek
Council feedback and dire ction on the initiatives and goals presente d. This wo rkshop presentation is to prioritize and
confirm the go als and actio n steps Council would like staff to begin working on.
The City Council approved its Repo rt and Strategic P lan on April 1 3th overviewing the Co uncil's go vernance guide line s,
strategic initiative s, and goals.
F I NANC I AL IMPAC T:
N A
S UBMI T T ED BY:
M ayra Cantu, Assistant to the City M anager on be half of David Morgan, City Manage r
AT TAC HMENT S :
Description
P resentatio n
C ounc il G oals and Ac tion S tep s
C ounc il S trategic P lan
Page 57 of 107
CITY COUNCIL VISIONING WORKSHOP
May 11, 2021
Strategic Initiatives and Goals
Page 58 of 107
PURPOSE
•City Council developed Areas of Emphasis and Strategic Initiatives
in a Feb 5-6th Visioning Session
•On March 23rd the City Council confirmed the Strategic Initiatives
language and goals to accomplish those initiatives
•Today’s workshop is to review the action steps to accomplish the
goals established by the City Council and to rank those actions
steps to develop a work plan for staff
Page 59 of 107
Areas of Emphasis
•GOVERNANCE
•GROWTH
•HOUSING
•ECONOMIC DEVELOPMENT
•DOWNTOWN
Page 60 of 107
Director Retreat - Council Goals Action Workshop
February 10, 2021
GROWTH
Updated 4.14.2021
STRATEGIC INITIATIVE GOALS ACTION STEPS OWNER FY21 FY22 FY23
2.1 Proactively plan for growth
2.1.1 2030 Comprehensive Plan
• Stay on track with
implementation
Maintain implementation plan and
keep as a living document
Planning
• Continue as a living
document with periodic
updates
Maintain implementation plan and
keep as a living document
Planning
• Ensure community
engagement plan informs,
consults and involves
stakeholders
Maintain community engagement
plan and identify opportunities for
partnerships
Planning
• Evaluate a full UDC update Planning
2.1.2 Update and implement transportation
corridor studies
Identify desired transportation
corridors and create a phased funding
plan for consultant support
Public Works
Continue to implement William Drives
Corridor Study
Planning
2.1.3 Maintain and Update Master Plans to
respond to rapid growth
Implement master plans and ensure
they are updated consistent with the
growth needs of the community
CMO
• Transportation Identify areas deficient with
appropriate master planning
CMO
• Water/Wastewater
• Electric
• Land Use
Page 61 of 107
Director Retreat - Council Goals Action Workshop
February 10, 2021
GROWTH
Updated 4.14.2021
STRATEGIC INITIATIVE GOALS ACTION STEPS OWNER FY21 FY22 FY23
• Parks, Recreation, Open
Space
• City Facilities
• Police and Fire
2.2 Ensure financial capacity to
manage growth
2.2.1 Determine policy for debt vs. pay-as-
you-go for capital spending
Review existing debt policy for
opportunity to clarify/update
Finance
2.2.2 Implement and update impact fees
and other fees
Complete regular fee schedule review
during the budget process
Finance
Develop/improve tracking system for
impact fees
Finance
Update Cost Recovery Policy (subsidy) Finance
2.2.3 Implement the mobility bond
improvements
Maintain implementation
plan/schedule for CIP
Systems
Engineering
2.2.4 Create capacity for operational dollars
to be used for CIP
Implement measures to reduce cost
for service and create goals for cash
funding CIP
Finance
2.2.5 Promote public/private partnerships
(PPP) to fund infrastructure needs
related to growth and development
Research federal/state grant and low
interest loans for infrastructure
Finance
Page 62 of 107
Director Retreat - Council Goals Action Workshop
February 10, 2021
GROWTH
Updated 4.14.2021
STRATEGIC INITIATIVE GOALS ACTION STEPS OWNER FY21 FY22 FY23
2.3 Develop and manage water
supply sources and treatment
capacity for future growth
2.3.1 Improve water conservation through
adoption of city codes, rate structures,
and active enforcement of watering
restrictions
Create expanded education and
enforcement program
Water
Complete regular water rate review
and maintain conservation rate
structure
Water/Finance
Evaluate expanded water
conservation program
Water
Actively work to reduce water loss in
the water system
Water
2.3.2 Actively develop additional water
resources
Complete resource evaluation with
BRA and other regional partners
Water
Develop/Maintain appropriate CIP
implementation plans
Systems
Engineering/Water
2.4 Maintain high customer service
levels
2.4.1 Maintain and enhance the
Performance Management Program
(PMP) to provide real time data of
quantity and quality
Keep/elevate performance measures
for all service areas
HROD
Promote learning and development
courses to improve skills and
expertise of employees
HROD
Implement public dashboards of key
performance measures
HROD
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Director Retreat - Council Goals Action Workshop
February 10, 2021
GROWTH
Updated 4.14.2021
STRATEGIC INITIATIVE GOALS ACTION STEPS OWNER FY21 FY22 FY23
2.4.2 Organization and Operational
Excellence (OOE) – Continue to equip
employees to make incremental
change to produce positive, real
results
Support on-going professional
training on lean process
improvement, Implement A-3
projects to reduce waste throughout
the organization.
HROD
Complete complex process
improvement projects
CMO
2.4.3 Establish an organizational capacity
plan ensuring efficiency and effectively
responding to growth
Document service level expectations
and actively monitor challenges to
meet service levels due to growth
CMO
2.4.4 Retention of quality city staff Implement positive culture change
initiatives
CMO
Maintain competitive compensation
and benefits program
HROD
Maintain quality training and
development program
HROD
Develop apprenticeships within the
City
CMO
2.4.5 Maintain strong “customer service”
levels
Develop enhanced 311 “like” system
to improve resident accessibility to
service requests
CMO
Implement staff customer service
training program
HROD
Page 64 of 107
Director Retreat - Council Goals Action Workshop
February 10, 2021
GOVERNANCE
Updated 4.14.2021
STRATEGIC INITIATIVE GOALS ACTION STEPS OWNER FY21 FY22 FY23
1.1 Confirming Council / City Manager
Roles
1.1.1 Review agenda format and items with an
eye toward streamlining
Post one agenda for Workshop and
Regular
City
Secretary
X
Review /agenda organizational
categories
City
Secretary
X
Part of the agenda review process
confirm what is legally required and
what is Council policy
Legal X
1.2 Equipping the Council to be
successful
1.2.1 Provide opportunity for Council to
enhance the understanding of service
areas and staff responsibilities
Council tours of City facilities CMO
Take existing onboarding info to create
pre-election guide
CMO
Arrange regular Council training
opportunities
CMO
Review/update onboarding material CMO
1.2.2 Be deliberate to develop relationships
and trust among City Councilmembers
Begin a Pre-Election Orientation (as well
as the post-election orientation) process
using the elected officials to inform
candidates of the governance process
and strategic plan.
CMO
Periodically review Council Governance
Guidelines
CMO
Annual Council Visioning CMO
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Director Retreat - Council Goals Action Workshop
February 10, 2021
GOVERNANCE
Updated 4.14.2021
STRATEGIC INITIATIVE GOALS ACTION STEPS OWNER FY21 FY22 FY23
1.2.3 Develop learning and training
opportunities for current/future City
Councilmembers
Quarterly informal study sessions with
Council
CMO
Attend Council training opportunities,
such as TML
City
Secretary
1.3 Communication & Engagement with
citizens and board members
1.3.1 Improve citizen education and
engagement
Citizen Academy CMO
Guides for CC on how to
schedule/conduct town halls
CAPE
Annual & Town Hall meetings CAPE
Seek public input on all major
project/initiatives
CAPE
1.3.2 Improve information flow on the Vision
and Strategic Planning process to Boards
and Commissions.
Annual visioning meeting with Boards CMO/City
Secretary
Add training on visions and goals to
Board orientation
City
Secretary
1.3.3 Improve opportunities for residents to
raise and resolve service issues/requests
Develop enhanced 311 “like” system to
improve resident accessibility to service
requests
CMO
Implement staff customer service
training program
HROD
Page 66 of 107
Director Retreat - Council Goals Action Workshop
February 10, 2021
HOUSING
Updated 4.14.2021
STRATEGIC INITIATIVE GOALS ACTION STEPS OWNER FY21 FY22 FY23
3.1 Establish an affordable housing policy
3.1.1
Pursue innovative affordable housing
projects to determine the market and
viability of projects for Georgetown
Develop a RFI framework to use to
solicit qualified developers to bring
project proposals to Georgetown.
Planning
3.1.2
Allow for a diversity of housing
including tiny homes, townhomes,
studio homes, etc. that have a
smaller footprint and provide
diversity of housing
Include new housing products and
standards in UDC evaluation and
update.
Planning
3.1.3
Pursue opportunities affordable
home ownership
Update and confirm a Council policy
including acceptable tools and funding
sources to pursue affordable home
ownership
Planning
Review UDC for barriers to affordable
housing
Planning
Create implementation plan for the
Council policy on affordable home
ownership
Planning
3.2
and
3.4
Establish a multifamily housing policy
that encourages mixed-use
development
3.2.1 Determine key locations for mixed
use development
Enhance the 2030 Comprehensive Plan
guidelines on MF
Planning
Determine ratio of single family to
multi-family units for the city
Enhance the 2030 Comprehensive Plan
guidelines on MF
Planning
Page 67 of 107
Director Retreat - Council Goals Action Workshop
February 10, 2021
HOUSING
Updated 4.14.2021
STRATEGIC INITIATIVE GOALS ACTION STEPS OWNER FY21 FY22 FY23
Determine goals for new master-
planned developments
Evaluate MF definitions in UDC and
identify desired ratios for different
product types
Planning
Establish a policy for commercial
development in and around multi-
family to ensure availability of
services
Determine locations where
infrastructure exists and/or is needed
Systems
Engineering
3.3 Establish a policy determining the
residential/neighborhood commercial
mix in targeted areas within the city to
protect commercially zoned property
ensuring economic development
3.3.1 Review and update 2030 Plan policy
Review tools available through zoning
and agreements to ensure balance in
developments
Planning
3.5 Encourage the development of
executive housing
3.5.1 Define opportunities to support
qualities of executive housing in
special districts
Encourage large lots in MUD/PID in our
policies
CMO
3.5.2 Define needs and qualities of
executive housing
Define executive housing and the
demand in the marketplace
Planning/Econ.
Dev.
Page 68 of 107
Director Retreat - Council Goals Action Workshop
February 10, 2021
HOUSING
Updated 4.14.2021
STRATEGIC INITIATIVE GOALS ACTION STEPS OWNER FY21 FY22 FY23
3.6 Establish strong development
standards, ensure quality housing
products
3.6.1 Establish goals for development
standards
Evaluate opportunities to enhance
development standards in the UDC
update.
Planning
Utilize Special Purpose Districts
(MUDs/PIDs) to promote housing
diversity with development and design
(arch) standards
CMO/Planning
3.7 Establish incentives to encourage
annexation of development
3.7.1 Eliminate barriers that discourage
annexation of development
Emphasize advantages of being in the
city limits
CMO
Create options for service
enhancements or property tax phase in
policies
CMO
Page 69 of 107
Director Retreat - Council Goals Action Workshop
February 10, 2021
ECONOMIC DEVELOPMENT
Updated 4.14.21
STRATEGIC INITIATIVE GOALS ACTION STEPS OWNER FY21 FY22 FY23
5.1 Update Strategic Plan
5.1.1 Update Strategic Plan Increase support for vocational
programs through partnership with
GISD
Econ. Dev.
5.2
5.2.1 Partner with employers and educational
institutions for workforce development Increase support for vocational
programs through partnership with
GISD
Econ. Dev.
Support the Georgetown Project SYEP –
Summer Youth Employment Program Econ. Dev.
Partner with the Chamber and GISD on
Career Fairs Econ. Dev.
Partner with GISD and the Chamber to
hold manufacturers day annually
Econ. Dev.
Support Skills Development Fund
Applications with local businesses
Econ. Dev.
5.2.2 Enhance workforce recruitment Host an online database for
Georgetown employers
Econ. Dev.
Hold a veterans and military spouses
job fair
Econ. Dev.
Promote Georgetown to young
professionals for workforce attraction
Econ. Dev.
Develop a residential relocation portal
for workforce recruitment
Econ. Dev.
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Director Retreat - Council Goals Action Workshop
February 10, 2021
ECONOMIC DEVELOPMENT
Updated 4.14.21
STRATEGIC INITIATIVE GOALS ACTION STEPS OWNER FY21 FY22 FY23
5.3 Promote industrial and commercial
growth in targeted areas
5.3.1 Identify and prioritize high priority
growth areas for investment Work with developers to create shovel
ready sites
Econ. Dev.
Maintain vacant land inventory and
identify issues with developing
Econ. Dev.
Review UDC for any barriers that may
be present for industrial development
Planning
5.4 Business Retention Programs
5.4.1 Maintain primary employer retention
program
Continue business outreach and
retention visits with Georgetown
businesses
Econ. Dev.
Enhance industry cluster groups Econ. Dev.
Continue and Enhance Major Employers
Twelve@12 program
Econ. Dev.
Establish criteria for utilizing
benchmarks to review for retention
Econ. Dev.
5.4.2 Promote programs to retain locally
owned and small businesses Explore a small business revolving loan
program
Econ. Dev.
Continue the Shop Georgetown and
“More than a Business” campaigns
Econ. Dev.
Continue National Small Business Week
programming
Econ. Dev.
Maintain the online Small Business
Resource Guide
Econ. Dev.
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Director Retreat - Council Goals Action Workshop
February 10, 2021
ECONOMIC DEVELOPMENT
Updated 4.14.21
STRATEGIC INITIATIVE GOALS ACTION STEPS OWNER FY21 FY22 FY23
5.5 Promote business recruitment
programs
5.5.1 Encourage a diversity of industry
through Target Industry Recruitment Update Targeted Industries analysis Econ. Dev.
Develop and incubator program to help
start-ups and small business owners
(equity opportunity)
Econ. Dev.
Promote a small business/startup
resource guide
Econ. Dev.
5.5.2 Create a strong “brand” to market and
promote Georgetown to new
businesses and site selectors
Finish & implement branding initiative
with website
CAPE
Implement marketing campaign Econ. Dev.
Hold annual symposium and
commercial broker events
Econ. Dev.
5.5.3 Establish programs and policies that
reward and incentivize businesses that
pay higher wages
Utilize economic impact software to
determine incentive package values
and return on investment
Econ. Dev.
5.5.4 Sustain/improve a predictable,
responsive, and accountable
development process
Continue involvement in the
Georgetown Chamber’s Development
Alliance to determine development
community’s needs
CMO
Continue development community
calls to update on trends and
development
CMO
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Director Retreat - Council Goals Action Workshop
February 10, 2021
ECONOMIC DEVELOPMENT
Updated 4.14.21
STRATEGIC INITIATIVE
GOALS ACTION STEPS OWNER FY21 FY22 FY23
5.6 Foster regional cooperation with area
governmental partners – county,
schools, and surrounding areas
5.6.1 Utilize regional partnerships for
program support (recruitment,
marketing, workforce)
WilCo EDP (county and cities) Econ. Dev.
Opportunity Austin (Regional Group) Econ. Dev.
Rural Area Capital Workforce Solutions Econ. Dev.
Partner with ARMA (Austin Regional
Manufacturers Association)
Econ. Dev.
Georgetown Chamber of Commerce Econ. Dev.
Page 73 of 107
Director Retreat - Council Goals Action Workshop
February 10, 2021
DOWNTOWN
Updated 4/14/2021
STRATEGIC INITIATIVE GOALS ACTION STEPS OWNER FY21 FY22 FY23
4.1 Enhance and manage the continued
development of downtown
4.1.1 Update the downtown master
plan to address density, historic
guidelines, and transition zones
Updated Downtown Master Plan to
include the following areas:
- Vision for Downtown
- Land use/density
- Transition Zones between
commercial and residential
- Historic Preservation
- Placemaking
CMO/Planning
4.1.2 Improve mobility opportunities to
include accessibility, parking,
pedestrian access, and general
movement through downtown
Evaluate sidewalk master plan and
identify additional improvements for
downtown.
Systems
Engineering
Complete a parking study to include a
multifaceted plan
- Accessibility
- Rideshare
- Shuttles
- Parking lot
development/redevelopment
CMO
Explore alternate modes of
transportation in downtown
CMO
4.1.3 Address infrastructure needs such
as trash collection and street
maintenance due to growth in
downtown
Implement enhanced downtown trash
collection and identify future needs
Public Works
Page 74 of 107
Director Retreat - Council Goals Action Workshop
February 10, 2021
DOWNTOWN
Updated 4/14/2021
STRATEGIC INITIATIVE GOALS ACTION STEPS OWNER FY21 FY22 FY23
Identify and implement public
restroom and pet friendly resources
CMO/Planning
Identify and maintain infrastructure for
remote workers and visitors such as
public wifi, power outlets, park/open
space, and entertainment spaces
CMO
Implement a public infrastructure
maintenance program
CMO
Maintain a public safety program
responsive downtown growth
Police
4.1.4 Enhance and manage the mix and
size of events and activities in
downtown
Include downtown programing plan as
part of the downtown master plan
update.
CMO/Planning
Better connectivity from downtown to
San Gabriel Park (larger outdoor
venue)
Systems
Engineering
Improve special event permit process Community
Services
4.2 Enhance partnerships for downtown
4.2.1 Work with County on government
facilities plan for downtown
Create regular dialogue on short-term
and long-term downtown facility
planning with the County among
elected officials.
CMO
Ensure County officials are included as
part of downtown master planning
efforts
CMO
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Director Retreat - Council Goals Action Workshop
February 10, 2021
DOWNTOWN
Updated 4/14/2021
STRATEGIC INITIATIVE GOALS ACTION STEPS OWNER FY21 FY22 FY23
4.2.2 Promote local businesses
including partnerships with the
Chamber, the Downtown
Georgetown Association (DGA),
and Preservation Georgetown
Create a marketing and destination
plan with participation from downtown
partnerships consistent with the
downtown programing plan and part
of the updated master plan. The plan
will include:
- Marketing campaigns
- Signage and wayfinding
improvements
Econ. Dev.
4.2.3 Enhance partnerships with
education, arts, religious and
cultural groups for events and
promotion of downtown
Create a marketing and destination
plan with participation from downtown
partnerships consistent with the
downtown programing plan and part
of the updated master plan. The plan
will include:
- Marketing campaigns
- Signage and wayfinding
improvements
Econ. Dev.
4.2.4 Review downtown façade and
grant program for possible
enhancements
Evaluate purpose of the program and
expand the grant program as needed
to meet the vision for downtown and
the downtown master plan.
Econ. Dev.
Page 76 of 107
Report
and
Strategic Plan
Adopted
March 9, 2021
Prepared and Facilitated
By
Ron Cox Consulting
Page 77 of 107
REPORT AND STRATEGIC PLAN
COUNCIL/STAFF
RETREAT
CITY OF GEORGETOWN
February 5 and 6, 2021
Introduction
On February 5 and 6, 2021, the Mayor, City Council and staff of the City of Georgetown
met for a retreat planning session. The purpose of this meeting was twofold.
• Confirm and expand the governance philosophy for the City Council. Included in
that is identifying key elements of the Council’s vision for Georgetown.
• Prepare a strategic plan for the city.
The Mayor, Council and staff freely worked together, and their work was exemplary in
all respects. Ron Cox facilitated the process.
Governance
In their February 5, 2021 session the Council confirmed the governance policy they
established in 2017 and expanded on it by further defining their governance philosophy.
The Council participated in discussions about their role, together and their leadership
responsibilities. The elements of a strong governance model are having and following
clear vision and mission, establishing leadership and communications philosophies, and
identifying the expectations of each other as City Council members, and the City staff
and of identifying and recognizing the expectations has staff of the City Council.
Page 78 of 107
Georgetown Report and Action Plan 2021
Feb. 5&6, 2021 Strategic Planning Process
3
The key elements of the Governance Philosophy are leadership, communication and
understanding and defining expectations. These define how the team will function
together. Visioning and planning are the key elements that define what the strategies and
goals are for the City of Georgetown and what they will be to ensure the vision is
ultimately attained.
Governance Model
The governance model first begins with leadership. Each member of the Council asked to
provide input into how they will lead, communicate and a defining of expectations for
themselves and staff.
The facilitator began the process by asking each of the members why they ran and serve
on the City Council. They responded as follows:
The Mayor and Council reviewed and confirmed their Governance Policy and Rules of
Engagement established in 2017. These are as follows.
Council Governance Policy (2017)
• As a representative democracy, we provide a voice for, and communication to,
each district so that the Council can make decisions that serve the best interests of
the City of Georgetown as a whole.
• Set policy, and exercise sound financial responsibility, and hold staff accountable
for results.
• Ensure alignment of vision, goals, and strategies.
• Identify and define key challenges and opportunities.
• Establish the organizational culture of the City by leading with integrity and
upholding legal and ethical standards.
• Ensure that City services emphasize public health, safety, and opportunity.
Council Rules of Engagement (2017)
• To treat everyone with respect, courtesy, and civility.
• To act collaboratively and promote and solicit an open, honest, transparent,
respectful, and professional dialogue with each other, our citizens, city staff, and
other interested parties.
• To honor our commitments.
• To actively advocate for our point of view, but also to recognize and respect the
decisions of Council, even though we might not agree with that decision (we will
not undermine the decisions of Council).
• To recognize any preconceptions that we may have about certain individuals,
groups, or organizations.
The facilitator asked the members to describe why each member ran for City Council.
Page 79 of 107
Georgetown Report and Action Plan 2021
Feb. 5&6, 2021 Strategic Planning Process
4
Mayor and Council members ran for the office and serve …
• Experience success in Georgetown, now in a position to give back.
• Have the ability to say no when the issues warrant it.
• To overcome disparities in the community.
• To participate and be a part of the solution.
• Served on other boards and commissions and now Council.
• To help the City achieve its overarching vision.
• Be an example to children to be of service.
• Able and ready to do the necessary work.
• Was recruited.
• Want to be a representative of all of us.
• Luckyto be in a position to serve.
The facilitator then asked the members to describe the attributes they have that will
contribute to the work of the Council.
Mayor and Council have the following attributes …
• Ability to listen.
• If I can learn it, I can teach it to others.
• Analytical and can determine the merit of a proposal.
• Always willing to learn.
• Have a skill set – speaking up when others disagree.
• Can find solutions to hard tasks.
• Love the one-on-one exchange – read, ask questions, listen.
• Life experiences bring wisdom.
• Can bring the minority opinion point of view for better decision making.
• Can express the vision for the city.
• Think long-term.
• Do not take criticism personally.
• Ability to engage others about issues.
It was noted that the Mayor was just elected in November and has served as Mayor for
three meetings. The facilitator had asked the Mayor to prepare a short presentation on his
philosophy as Mayor and how he intends to lead the meetings.
The Mayor will lead as follows…
• Will allow the conversation to take place.
o Council – don’t be afraid to speak or ask to speak your opinion.
(Permission was granted by the Council for the Mayor to speak his
opinion as well.)
o He welcomes constructive feedback to be the best Mayor.
• He prefers long Workshops, short regular meetings.
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o Leave Workshop items with full discussion and a clear understanding for
next steps.
• The Mayor will distill items into clear issues for discussion – getting to
consensus.
• Will not put Council members on the political spot.
• The Mayor has no desire the expand the authority of the Mayor’s position.
o Will express his opinion.
o Will not tell members how to vote.
o Will help Council make the best decision possible.
o Believes in the Council-Manager form of government.
100% believes in the City Manager.
Will seek the City Manager’s advice.
The Mayor and Council of the City of Georgetown will lead by …
• By example
• Lead the way you live.
• Be willing to do yourself what you ask of others.
• Agree to disagree – in a civil way.
• Give respect.
• Focus on the issue – not the personality.
• Give credit to others.
• For service.
• For their opinion/point of view.
• For being innovative.
• For speaking up.
• Trust each other.
The Mayor and Council of the City of Georgetown will communicate by …
• Give fellow members the benefit of the doubt.
• Don’t attribute intent or motives that are not being spoken.
• Acknowledge and consider that we know our own districts the best when
expressing an opinion on an issue that affects the districts.
• Separate the people from the problem; the problem from the interest; work the
problem.
• Accept each other and their respective interests and opinions.
• Express understanding and empathy.
• Defer/respect the opinions of others.
The Mayor and Council of the City of Georgetown expect the following of the staff
…
• Be 100% open and honest with the facts.
• Be responsive to the Council and citizens.
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• For technical staff – Don’t lie and don’t guess.
• For senior staff – Hold to high ethical standards.
• Be willing to say, “I do not know.”
• Be patient.
• Be prepared to explain and ask for clarification.
• Work together to fix mistakes.
(It was noted that the City Council was very complimentary of the entire staff for the
dedication, professionalism, and knowledge.)
The staff expects the following of the Mayor and Council of the City of Georgetown
(as defined by the City Council) …
• Clear direction.
• Consistency
• Responsiveness
• Short meetings!
• Be understanding of mistakes that may be made.
• Have their back – no scapegoats.
• Provide fair compensation for the expertise and professionalism.
• Understand the behind-the-scenes complexity of city government.
• Provide constructive feedback.
Governance Initiatives
During their discussion, the Council established several initiatives relative to their
process of good governance. These Governance Initiatives are as follows.
• Review agenda format and items with an eye toward streamlining.
• Provide opportunity for Council to observe the day to day of the staff.
• Be deliberate about finding ways to develop relationships and trust among
members.
• Begin a Pre-Election Orientation (as well as the post-election orientation) process
using the elected officials to inform candidates of the governance process and
strategic plan.
• Implement the Citizens Academy to improve transparency, familiarity,
communication, and trust with the City government at all levels.
• Explore the possibility of Town Hall meetings for Council members to host
within their respective districts.
• Expand information flow on the Vision and Strategic Planning process to Boards
and Commissions.
• Seek additional feedback on citizen needs (it was recognized the citizens survey
had just been received).
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Vision and Mission
On February 6, the Council and senior staff discussed the elements vision they have for
Georgetown. Currently, there is a Vision Statement, but no Mission Statement for the
City Council itself (the various departments do have Mission Statements). So, the Mayor,
Council identified and confirmed the key elements of the vision for the City.
Vision Statement
Georgetown: A caring community honoring our past and innovating for the future.
Vision Elements
These elements were discussed and are presented in no order of priority. It was noted that
in reviewing the Vision Statement from the Comprehensive Plan, these key vision
elements are consistent with and embodied in the Vision Statement.
• A caring community
• A multifaceted community
o Old Town
o San Jose
o PRG
o Sun City
o New development
• A city that honors its past
• A city that is preparing for the future
• A functional city
• Believes in a hand-up versus a hand-out.
o Prepares people to succeed.
o Provides resources for others.
o Willing to do the work to form relationships at all levels.
Mission Elements
These elements are presented in no order of priority.
• Implementing strategies and conducting itself through the governance model.
• Developing the economy of the city.
• Ensuring the highest quality of life
o Safety
o Work live and play.
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Strategic Planning
The facilitator led the participants in a SWOT analysis, identifying and discussing the
strengths, weaknesses, opportunities, and threats for the City of Georgetown, both
organizationally and in the community. Areas of Emphasis or Vision Elements were
established from the SWOT analysis. Within each of the Areas of Emphasis strategies
and goals were identified to overcome the weaknesses. Finally, threats were identified
that if not anticipated may get in the way of accomplishing the strategies and goals.
The participants were divided into three groups. Each group focused on strengths and
weaknesses as follows.
Strengths
Group 1
• Serve in a nonpartisan capacity.
• Professional staff with strong organizational structure.
• Adequate land area where growth can be guided.
• A diverse citizenry.
• An active citizenry.
• Have invested in technology.
• A safe community with strong public safety presence.
• Parks, trails, and open space.
• A great library.
• Excellent city facilities.
• A prosperous and homegrown downtown.
• A downtown TIRZ that has helped to regenerate downtown.
Group 2
• Good healthcare system.
• Unique and vital downtown.
• Two downtown shopping areas.
o Downtown square
o Wolf Ranch/Crossing
• Don’t have to leave Georgetown to shop.
• Excellent weather.
• Economic health – new businesses coming.
• Safe place to live and raise a family.
• Adequate school district.
• Diversity of things to do, compared to other cities.
• Parks, trails, and open space.
• Clean
• Relatively easy to get around the city.
Group 3
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• Great location within the region and state.
• Good economic health.
• The downtown square.
• The natural beauty of the city and the area.
• Distance from Austin (not too close, not too far away)
• Quality neighborhoods.
• Low tax rate. Great value for the taxes paid.
• Civil discourse throughout the community.
• Sun City.
• Good resident involvement.
• Strong historic preservation.
• Good utility capacity.
• A positive outlook on growth.
Weaknesses (Issues and Challenges)
Note: It is recognized that many of the items identified have been and are being
addressed by Council and staff. They continue to be emphasized as issues and challenges
to be addressed by the City.
Group 1
• Lack of long-term availability of water resources.
• Difficulty in attracting and attaining quality top employment talent.
• Low unemployment causing difficulty to hire qualified workforce.
• Frozen property taxes, as a percentage of the total collected.
• Need to expand infrastructure to keep up with growth.
• Traffic congestion.
• Not enough diversity of industries and commerce in general.
• Not affordable to all.
• Rapid pace of growth.
• Insufficient protection of the area’s natural resources.
• Suddenlink – Wi-Fi needs improvement.
Group 2
• Don’t work and plan from a regional perspective enough.
• School district test scores are dropping.
• Lack of diversity in job opportunities.
• Pressure for growth and negative influence of Austin.
• Mobility needs…
o For trails, bicycles, walking.
o Traffic flow and signals in general.
o Parking.
Group 3
• The geography of the area – agriculture on the east; hill country on the west.
• No predictable policy on multi-family housing.
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• Traffic congestion.
• Water resources do not meet summer demands.
• Suddenlink Wi-Fi needs improvement.
• Electric rates may be high.
• COVID-19 pandemic response.
• Downtown needs…
o Parking
o Handicap accessibility.
o Ability to have discourse with those who live in the area.
Areas of Emphasis
Reviewing the strengths and weaknesses (issues and challenges) presented resulted in the
identification of five areas of emphasis.
• Governance (see earlier discussion)
• Growth
• Housing
• Downtown
• Economic Development
Below are needs issues and challenges highlighted within each of the Areas of Emphasis.
• Growth
o Transportation infrastructure
o Water resources
o Quality of life amenities
o City service delivery capacity
• Housing
o Need for housing affordability policy direction
o Need for a policy on multi-family unit growth
o Need to balance residential and commercial pressures.
• Downtown
o Need for additional parking
o Need for improved accessibility
o Need for a shared common vision
• Economic Development
o Workforce/job opportunities
o Expanding opportunities in Georgetown
o Focus on regional cooperation.
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Opportunities – Strategies and Goals
The groups then brainstormed to identify opportunities – strategies and goals- to address
the Areas of Emphasis. These opportunities are the basis for the strategies and goals
prepared below.
Note: These items are in raw form, with little to no editing from the work of the Council
and staff at the session. During the staff implementation sessions, these items were
refined, sometimes combined to add clarity and order to the final product. In that process
all items were carefully reviewed to ensure the intent of the process was honored.
• Growth
o Update Master Plans
Implement and update impact fees.
• Incentivize fees for attract desired affordable housing.
Update and implement corridor studies.
Establish a regional water plan.
Implement an aggressive CIP plan
Update utility master plans.
Update parks master plan.
o Ensure financing capacity to handle growth.
Implement the mobility bond improvements.
Determine policy for debt versus pay-as-you-go for capital
spending.
Determine General Fund and Utility ROI to finance transportation
needs not bond funded.
Promote public/private partnerships (PPP) to fund infrastructure
needs related to growth and development.
o Establish and implement a water conservation program.
o Maintain high customer service capacity.
Establish an organizational capacity plan ensuring efficiency and
effectively responding to growth
• Housing
o Establish an affordable housing policy.
Seek out a list (cast a wide net) of qualified developers to propose
innovative affordable housing projects to determine the market and
viability of projects for Georgetown.
• Emphasize projects that partner with nonprofits for long
term sustainability.
Allow for a diversity of housing including tiny homes, townhomes,
studio homes, etc. that have a smaller footprint and provide
diversity of housing
Establish a policy to incentivize affordable home ownership.
• Explore a fee structure of grant pool for permit and
building fees.
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• Promote public/private partnerships (PPP) with local banks
and nonprofits to provide financial education to assist local
financing of housing.
o Establish a policy on multi-family housing.
Determine ratio of single family to multi-family units for the city.
Determine locations where infrastructure exists and/or is needed.
Establish a policy for commercial development in and around
multi-family to ensure availability of services.
o Establish a policy determining the residential/neighborhood
commercial mix in targeted areas within the city to protect
commercially zoned property ensuring economic development.
o Encourage mixed-use developments (combined residential and
commercial uses).
o Encourage the development of executive housing.
o Establish strong development standards, ensure quality housing
products.
o Establish incentives to encourage annexation of development.
• Downtown
o Expand downtown mobility opportunities.
Expand sidewalk program out from downtown.
Explore trolley options.
Explore additional parking options.
Educate business on importance of sidewalk accessibility during
events.
Improve handicapped accessibility in all aspects of mobility
o Update the Downtown Master Plan.
Better define transition zones and uses expanding out from the
downtown district.
Update downtown historic guidelines.
Separate strategies between “old town” and the square.
Establish parameters for commercial density in downtown area.
o Foster cooperation with the county on downtown development.
Facilitate joint workshop between city and county officials.
o Establish policy for holding events in downtown.
Determine mix and size of events that do not overwhelm
downtown.
Explore moving larger events to other venues.
Explore events sized for downtown.
o Establish programs to promote downtown businesses.
Promote downtown façade and sign grant program.
Promote maintaining authenticity among downtown businesses.
• Promote businesses with “local” flavor.
Facilitate workshops with downtown business owners.
• Economic Development
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o Promote a viable workforce development program.
Partner with business employers on workforce development.
Increase support for vocational programs.
Partner with TSTC for training identified workforce needs.
o Invest in infrastructure in targeted areas to promote industrial and
commercial growth.
o Promote business marketing and retention programs.
Promote programs to retain locally based businesses and small
businesses.
Sustain/improve a predictable, responsive and accountable
development process.
Create a strong “brand” to market and promote Georgetown to new
businesses.
Establish programs and policies that reward and incentivize
businesses that pay higher wages.
Foster ways to keep spending dollars locally as growth occurs.
Encourage a diversity of industry.
o Foster regional cooperation with area governmental partners –
county, schools and surrounding cities.
Threats
Finally, the full group identified threats to accomplishing the goals and strategies that
have been identified.
• Pandemic.
• State and federal legislation.
• Voter pressure for limiting government and lowering taxes.
• Poor media relations.
• Climate change.
• Economic downturn.
• Falling behind in technology.
• Volatility in the energy market.
• Economic competition from neighboring cities.
• The “Amazon” effect on tax income.
• Limited revenue options.
• Big box and other retail vacancies due to changing environment.
• County pressure to expand buildings in downtown area.
City Staff Implementation Sessions
February 10, 2021
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On February 10, 2021 the facilitator met with the City Manager, Executive Team and
Department Directors to review the outcomes of the planning session and to prepare the
Implementation Plan.
Implementation Plan Process. The staff reviewed a template to be used to develop the
implementation portion of the planning process. During the discussions, they began the
process of refining the initiatives, and developed goals and action steps to implement the
initiatives. At the end of the day, a draft implementation plan had been established. The
implementation plan is a separate document.
Note: It should be noted here that the staff has recommended consolidating various
initiatives, adding goals and action step to provide clarity and substance to the strategic
plan. The Implementation Plan provided is a product of that effort.
Reporting
Finally, staff established reporting protocols. These protocols serve the purpose of
keeping the staff on schedule with the implementation of strategies, keeping the City
Manager informed, and providing regular reports to the Mayor and City Council on the
status of the implementation of the adopted strategies. This provides for long term
accountability toward the implementation of the Strategic Plan.
Reporting Protocols
• Council
o Receives quarterly updates regarding the status various initiatives and
projects related to the strategic plan.
o Receives formal mid-year and annual reports consistent with an annual
visioning session from staff to the City Council.
• City Manager
o City Manager receives regular updates from staff at regular staff meetings
on progress of assignments.
City Council Approval
March 9, 2021
On March 9, 2021, the City Council reviewed their work as well as the work of the staff
since the planning session. After a thorough discussion the Report was approved.
Conclusion
The Mayor, Council and staff of the City of Georgetown worked through a governance
and planning process that allowed the Council to create a governance model and identify
and expand strategies for moving the city forward. The process brought the staff
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leadership and Council closer together as a team and developed an implementation
process to ensure the strategies are addressed and accomplished over time.
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Strategic Plan
2021
Council/Staff Planning Retreat
February 5 and 6, 2021
Adopted
February 23, 2021
Prepared and Facilitated
By
Ron Cox Consulting
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Vision Statement
(Adopted 2017)
Georgetown: A caring community honoring our
past and innovating for the future.
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Key Vision Elements
2021
• A caring community
• A multifaceted community
• Old Town
• San Jose
• PRG
• Sun City
• New development
• A city that honors its past
• A city that is preparing for the future
• A functional city
• Believes in a hand-up versus a hand-out
• Prepares people to succeed
• Provides resources for others
• Willing to do the work to form relationships at
all levels.
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Mission Elements
• Implementing strategies and conducting itself
through the governance model.
• Developing the economy of the city.
• Ensuring the highest quality of life
• A safe place.
• A place where residents can work, live and
play.
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Governance Policies
(Adopted 2017)
• As a representative democracy, we provide a voice
for, and communication to, each district so that the
Council can make decisions that serve the best
interests of the City of Georgetown as a whole.
• Set policy, and exercise sound financial responsibility,
and hold staff accountable for results.
• Ensure alignment of vision, goals, and strategies.
• Identify and define key challenges and opportunities.
• Establish the organizational culture of the City by
leading with integrity and upholding legal and ethical
standards.
• Ensure that City services emphasize public health,
safety, and opportunity.
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Council Rules of Engagement
(Adopted 2017)
• To treat everyone with respect, courtesy, and civility.
• To act collaboratively and promote and solicit an
open, honest, transparent, respectful, and professional
dialogue with each other, our citizens, city staff, and
other interested parties.
• To honor our commitments.
• To actively advocate for our point of view, but also to
recognize and respect the decisions of Council, even
though we might not agree with that decision (we will
not undermine the decisions of Council).
• To recognize any preconceptions that we may have
about certain individuals, groups, or organizations.
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City of Georgetown
City Council
Leadership Philosophy
The City Council of the City of Georgetown will lead by…
• By example
• Lead the way you live
• Be willing to do yourself what you ask of others.
• Agree to disagree – in a civil way.
• Give respect.
• Focus on the issue – not the personality.
• Give credit to others
• For service.
• For their opinion/point of view.
• For being innovative.
• For speaking up.
• Trust each other.
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City of Georgetown
City Council
Communication Philosophy
The City Council of the City of Georgetown will
communicate by…
• Give fellow members the benefit of the doubt
• Don’t attribute intent or motives that are not being
spoken.
• Acknowledge and consider that we know our own districts
the best when expressing an opinion on an issue that affects
the districts.
• Separate the people from the problem; the problem from the
interest; work the problem.
• Accept each other and their respective interests and opinions.
• Express understanding and empathy.
• Defer/respect the opinions of others.
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City of Georgetown
City Council and Staff
Expectations
Council expects the following of staff…
• Be 100% open and honest with the facts.
• Be responsive to the Council and citizens.
• For technical staff – Don’t lie and don’t guess.
• For senior staff – Hold to high ethical standards.
• Be willing to say, “I do not know.”
• Be patient.
• Be prepared to explain and ask for clarification.
• Work together to fix mistakes.
Staff expects Council to (as defined by Council members
themselves) …
• Clear direction.
• Consistency
• Responsiveness
• Short meetings!
• Be understanding of mistakes that may be made.
• Have their back – no scapegoats.
• Provide fair compensation for the expertise and
professionalism.
• Understand the behind-the-scenes complexity of city
government.
• Provide constructive feedback.
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City of Georgetown
Strategic
Areas of Emphasis
• Governance
o Guiding Principle: The City of Georgetown follows
established rules of governance that promote civil discourse,
consistent and predictable deliberation and exemplary action.
• Growth
o Guiding Principle: The City of Georgetown will proactively
work to anticipate growth in all aspects of city government –
mobility, infrastructure, customer service.
• Housing
o Guiding Principle: The City of Georgetown will strive to
provide housing opportunities to ensure a diverse population.
• Downtown o Guiding Principle: The City of Georgetown will provide a
positive economic environment to ensure an active and viable
downtown and provide infrastructures and amenities to ensure
safety, mobility and accessibility.
• Economic Development
o Guiding Principle: The City of Georgetown will promote a
strong and diverse economy that strengthens the local sales tax
and property tax base while also contributing to a high quality
of life.
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Note: These items will be updated to reflect the Implementation Plan
initiatives that are being submitted.
Area of Emphasis
Governance
• Guiding Principle: The City of Georgetown follows established rules
of governance that promote civil discourse, consistent and predictable
deliberation and exemplary action.
• Review agenda format and items with an eye toward streamlining.
• Provide opportunity for Council to observe the day to day of the
staff.
• Be deliberate about finding ways to develop relationships and
trust among members.
• Begin a Pre-Election Orientation (as well as the post election
orientation) process using the elected officials to inform
candidates of the governance process and strategic plan.
• Implement the Citizens Academy to improve transparency,
familiarity, communication and trust with the City government at
all levels.
• Explore the possibility of Town Hall meetings for Council
members to host within their respective districts.
• Expand information flow on the Vision and Strategic Planning
process to Boards and Commissions.
• Seek additional feedback on citizen needs (it was recognized the
citizens survey had just been received).
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Area of Emphasis
Growth
• Guiding Principle: The City of Georgetown will proactively work to
anticipate growth in all aspects of city government – mobility,
infrastructure, customer service.
Initiatives
• Update Master Plans
o Implement and update impact fees.
Incentivize fees for attract desired affordable housing.
o Update and implement corridor studies.
o Establish a regional water plan.
o Implement an aggressive CIP plan
o Update utility master plans.
o Update parks master plan.
• Ensure financing capacity to handle growth.
o Implement the mobility bond improvements.
o Determine policy for debt versus pay-as-you-go for capital
spending.
o Determine General Fund and Utility ROI to finance
transportation needs not bond funded.
o Promote public/private partnerships (PPP) to fund infrastructure
needs related to growth and development.
• Establish and implement a water conservation program.
• Maintain high customer service capacity.
o Establish an organizational capacity plan ensuring efficiency
and effectively responding to growth
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Area of Emphasis
Housing
• Guiding Principle: The City of Georgetown will strive to provide
housing opportunities to ensure a diverse population.
Initiatives
o Establish an affordable housing policy.
Seek out a list (cast a wide net) of qualified developers to propose
innovative affordable housing projects to determine the market and
viability of projects for Georgetown.
• Emphasize projects that partner with nonprofits for long
term sustainability.
Allow for a diversity of housing including tiny homes, townhomes,
studio homes, etc. that have a smaller footprint and provide
diversity of housing
Establish a policy to incentivize affordable home ownership.
• Explore a fee structure of grant pool for permit and building
fees.
• Promote public/private partnerships (PPP) with local banks
and nonprofits to provide financial education to assist local
financing of housing.
o Establish a policy on multi-family housing.
Determine ratio of single family to multi-family units for the city.
Determine locations where infrastructure exists and/or is needed.
Establish a policy for commercial development in and around
multi-family to ensure availability of services.
o Establish a policy determining the residential/neighborhood
commercial mix in targeted areas within the city to protect
commercially zoned property ensuring economic development.
o Encourage mixed-use developments (combined residential and
commercial uses).
o Encourage the development of executive housing.
o Establish strong development standards, ensure quality housing
products.
o Establish incentives to encourage annexation of development.
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Area of Emphasis
Downtown
• Guiding Principle: The City of Georgetown will provide a positive
economic environment to ensure an active and viable downtown and
provide infrastructures and amenities to ensure safety, mobility and
accessibility.
Initiatives
o Expand downtown mobility opportunities.
Expand sidewalk program out from downtown.
Explore trolley options.
Explore additional parking options.
Educate business on importance of sidewalk accessibility during
events.
Improve handicapped accessibility in all aspects of mobility.
o Update the Downtown Master Plan.
Better define transition zones and uses expanding out from the
downtown district.
Update downtown historic guidelines.
Separate strategies between “old town” and the square.
Establish parameters for commercial density in downtown area.
o Foster cooperation with the county on downtown development.
Facilitate joint workshop between city and county officials.
o Establish policy for holding events in downtown.
Determine mix and size of events that do not overwhelm
downtown.
Explore moving larger events to other venues.
Explore events sized for downtown.
o Establish programs to promote downtown businesses.
Promote downtown façade and sign grant program.
Promote maintaining authenticity among downtown businesses.
• Promote businesses with “local” flavor.
Facilitate workshops with downtown business owners.
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Area of Emphasis
Economic Development
• Guiding Principle: The City of Georgetown will promote a strong
and diverse economy that strengthens the local sales tax and property
tax base while also contributing to a high quality of life.
Initiatives
• Promote a viable workforce development program.
o Partner with business employers on workforce development.
o Increase support for vocational programs.
o Partner with TSTC for training identified workforce needs.
• Invest in infrastructure in targeted areas to promote industrial
and commercial growth.
• Promote business marketing and retention programs.
o Promote programs to retain locally based businesses and small
businesses.
o Sustain/improve a predictable, responsive and accountable
development process.
o Create a strong “brand” to market and promote Georgetown to
new businesses.
o Establish programs and policies that reward and incentivize
businesses that pay higher wages.
o Foster ways to keep spending dollars locally as growth occurs.
o Encourage a diversity of industry.
• Foster regional cooperation with area governmental partners –
county, schools and surrounding cities.
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