HomeMy WebLinkAboutAgenda CC 10.08.2019 WorkshopN otice of M eeting of the
Governing B ody of the
C ity of Georgetown, Texas
O ctober 8, 2 01 9
The Georgetown City Council will meet on October 8, 2019 at 3:00 P M at City Council Chambers,
510 W 9th Street Georgetown, TX 78626
The City of Georgetown is committed to compliance with the Americans with Disabilities Act (AD A).
If you require assistance in participating at a public meeting due to a disability, as defined under the
AD A, reasonable assistance, adaptations, or accommodations will be provided upon request. P lease
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 J r. Street, Georgetown, TX 78626 for additional
information; TTY users route through Relay Texas at 711.
Policy De ve lopme nt/Re vie w Workshop -
A P resentation and discussion regarding the police department’s small Unmanned Ai rcraft System
(sU AS) P rogram -- Wayne Nero, Chief of P olice
B P resentation and discussion regarding the Ri deshare 2.0 P rogram -- Ray Miller, J r, Acting
Director of P ublic Works
C P resentation and discussion regarding the Conventi on and Vi si tors B ureau’s (C VB ) Touri sm
Strategi c P l an -- Cari Miller, Tourism Manager
D P resentation and discussion regarding the Energy Ri sk Management P ol i cy -- Daniel
Bethapudi, General Manager of the Electric Utility
Exe cutive Se ssion
In compliance with the Open Meetings Act, Chapter 551, Government Code, Vernon's Texas Codes,
Annotated, the items listed below will be discussed in closed session and are subject to action in the
regular session.
E Sec. 551.071: Consul tati on w i th Attorney
Advice from attorney about pending or contemplated litigation and other matters on which the
attorney has a duty to advise the City Council, including agenda items
- Clearway
- P roposed Settlement in the City of Georgetown v. Lera Brock Hughes Trust No. 2, George J .
Shia, Co-Trustee and Forrest N. Troutman, Co-Trustee, et al
Sec. 551.086: Certai n P ubl i c P ow er Uti l i ti es: Competi ti ve M atters
- Energy RFP
- P urchase P ower
Sec. 551.072: Del i berati ons about Real P roperty
- Real Estate, Downtown P roperty Sale -- Travis Baird, Real Estate Services
Sec. 551:074: P ersonnel Matters
City Manager, City Attorney, City Secretary and Municipal J udge: Consideration of the
appointment, employment, evaluation, reassignment, duties, discipline, or dismissal
Adjournme nt
Page 1 of 75
Ce rtificate of Posting
I, R obyn Densmore, C ity S ecretary for the C ity of G eorgetown, Texas, do hereby c ertify that
this Notice of Meeting was pos ted at C ity Hall, 808 Martin Luther King Jr. S treet,
G eorgetown, T X 78626, a plac e readily ac cessible to the general public as required by law, on
the _____ day of _________________, 2019, at __________, and remained so pos ted for
at leas t 72 c ontinuous hours prec eding the s cheduled time of said meeting.
__________________________________
R obyn Dens more, C ity S ec retary
Page 2 of 75
City of Georgetown, Texas
City Council Workshop
O ctober 8, 2019
S UBJEC T:
P resentation and discussion regarding the police department’s small Unmanned Ai rcraft System (s UAS) P rogram --
Wayne Nero, Chief of P olice
I T EM S UMMARY:
The purpo se o f this item is to provide co uncil with an overview of the police department’s s U AS P rogram. The
presentation will include the following:
P rogram overview
Benefits
Costs
Equipment, software & capabilities
Training
Law and privacy concerns
F I NANC I AL I MPAC T:
N/A
S UBMI T T ED BY:
Wayne Nero, Chief of P olice
AT TAC HMENT S :
Description
P olic e s UAS P rogram
Page 3 of 75
Georgetown Police Department
small Unmanned Aircraft System
(sUAS)
Program Overview
October 8, 2019
To Be the Standard...Refuse MediocrityPage 4 of 75
“Drone”
•“Generic” term for unmanned aircraft
To Be the Standard...Refuse MediocrityPage 5 of 75
What is a sUAS?
•Small unmanned aircraft .55 –55lbs
To Be the Standard...Refuse MediocrityPage 6 of 75
Program Benefits
•Low Cost
•Rapidly Deployable
•Active Scene Situational
Awareness
•Enhanced Command &
Control
•First Responder Safety
•Fatality Crash Scene
Documentation
•Crime Scene
Documentation
•Missing Person
•Search & Rescue
•Suspect Apprehension
•Tactical Operation
Support
•Accident Reconstruction
•Enhanced Mapping
•Hazmat/Fire Suppression
To Be the Standard...Refuse Mediocrity
Page 7 of 75
Programmatic Roadmap
•Research & Site Visits
•Policy Development
•sUAS Procurement
•Authorization to operate
–FAA Part 107 or Certificate of Authorization
•Pilot Selection & Training
•Operational Fall 2019
To Be the Standard...Refuse MediocrityPage 8 of 75
Program Costs
•$25,000
•Seized Funds Used
–4 Tello Airframes (Trainers)
–2 DJI MAVIC AIR (Daytime)
–2 MAVIC 2 Enterprise (Nighttime)
–Controllers, batteries, and accessories
–Pilot Training/Certification
•Program Maintenance: TBD
To Be the Standard...Refuse MediocrityPage 9 of 75
TELLO (Training Unit)
Specs
•Max Flight Time: 13 min
•100m Range
•5MP Camera
To Be the Standard...Refuse Mediocrity
Page 10 of 75
MAVIC AIR (Daytime Platform)
Specs
•Max Flight Time: 21
min
•42 mph
•12/32MP Camera
•4K Video
•3 Axis Gimbal
Camera
•Active Track
To Be the Standard...Refuse Mediocrity
Page 11 of 75
MAVIC 2 Enterprise Dual
(Nighttime Platform)
Specs
•Flight Time: 31 min
•44 mph
•Thermal Camera
•12MP Camera
•Spotlight
•Speaker
To Be the Standard...Refuse Mediocrity
Page 12 of 75
Software –DroneSense
To Be the Standard...Refuse MediocrityPage 13 of 75
To Be the Standard...Refuse Mediocrity
Software –Pix4D
Page 14 of 75
Software –Pix4D
To Be the Standard...Refuse MediocrityPage 15 of 75
Training
•FAA Certification
•LE Related Training Courses
To Be the Standard...Refuse MediocrityPage 16 of 75
FAA Flight Authorization
•FAA Part 107 Small UAS Rule (Part 107)
–Study Rules
–FAA Certified Drone Pilot Exam
–Register UAS
•Certificate of Authorization (COA)
–FAA Approval
•Nighttime Ops/Flight Over Crowds
–FAA Approval
To Be the Standard...Refuse MediocrityPage 17 of 75
Privacy Concerns & the Law
•Invasion of Privacy
–4th Amendment; Texas Law
•Regulatory
–FAA
–State of Texas Law
•Technology is new and rapidly evolving
•Law, Policy, & Training
To Be the Standard...Refuse MediocrityPage 18 of 75
Legal Considerations
•4th Amendment US Constitution
–Reasonable expectation of privacy (RXP) Test
•TX GC 423.002 / Lawful (image capture):
1.Consent property owner
2.Pursuant to valid search/arrest warrant
3.Immediate pursuit of suspect (non-misdemeanor)
4.Crime scene documentation (non-misdemeanor)
1.Human fatality
2.MVA (Death/SBI)
3.Any MVA on State highway/Interstate
5.Search for missing person
6.High risk tactical operation/threat to human life
7.Search & rescue (imminent danger)
8.Hazmat/Fire suppression
9.Public real property/persons on that property
To Be the Standard...Refuse MediocrityPage 19 of 75
Texas GC 423.008
Reporting
Report Requirements:
•Populations over 150,000
•Reporting (every odd
year)
•Submitted to:
–Gov, Lt. Gov, each member
of legislature
•Retain for public viewing
–Post on agency website
Report to include:
•# times used (date, time,
location, incident type,
justification for use)
•All GPD training and
operational flights (on 2
operational airframes) will
be captured via
DroneSense
To Be the Standard...Refuse Mediocrity
Page 20 of 75
To Be the Standard...Refuse Mediocrity
Page 21 of 75
Questions?
To Be the Standard...Refuse MediocrityPage 22 of 75
City of Georgetown, Texas
City Council Workshop
O ctober 8, 2019
S UBJEC T:
P resentation and discussion regarding the Ri deshare 2.0 P rogram -- Ray Miller, J r, Acting Director of P ublic Works
I T EM S UMMARY:
The purpose of this workshop item is to review the past Rideshare P ilot P rogram with Lyft and provide options for
developing a program that is directed at needs of individuals with limited transportation options.
F I NANC I AL I MPAC T:
The Fiscal Year 2020 Budget programmed $50,000 for additional rideshare program. In addition to funding there will be
staff oversight and administration
S UBMI T T ED BY:
Raymond Miller
AT TAC HMENT S :
Description
R ide S hare 2.0 F inal pres entation
Page 23 of 75
City Council Workshop
October 8, 2019
Ride Share Pilot Program
Page 24 of 75
Ride Share Pilot Program
Purpose of the Presentation
•Recap the previous Ride Share Program
•Goals of the Transportation Development Plan
•Go through the recommended approach of the Ride Share Program
•Seek Council’s feedback and direction in regards to Ride Share
Program and type of service to be provided.
Page 25 of 75
Lyft Pilot Program
•Program budget is $25,000
•Rider pays $2 base fee
•Flat City subsidy of $10
•Rider pays remaining balance if exceeding City subsidy
•Each user receives 10 rides per month
•24 hours a day service
•Promo Codes are Geofenced. Codes could only be used within the
Georgetown City Limits
Page 26 of 75
Lyft Pilot Program
July 2018 August
2018
September
2018
October
2018
November
2018
December
2018
January
2019 TOTALS
# of Days 6 31 30 31 30 31 31 190
Total
Users 18 45 120 131 164 228 157 863
New Users 18 34 97 68 85 107 24 433
Total Cost $403 $3,098 $5,912 $6,084 $9,473 $12,489 $8,413 $45,872
City
Subsidy $303 $2,072 $3,738 $4,056 $6,042 $8,013 $5,723 $29,947.00
Avg. Cost $9.39 $11.03 $11.52 $10.71 $11.43 $11.02 $10.27 $10.76
Avg.
Subsidy $7.06 $7.37 $7.29 $7.14 $7.29 $7.07 $6.99 $7.20
** Not Handicap Accessible (Wheelchairs)
Page 27 of 75
Transportation Development Plan
GOALS
I.Provide a safe,reliable,efficient,and accessible transportation option for residents
and visitors of Georgetown.
Objective:Improve service efficiency and reliability for existing service by
meeting or exceeding established standards of performance.
II.Adequately address the mobility needs of Georgetown residents.
Objective: Improve access to employment, healthcare, shopping, and recreation
Page 28 of 75
Transportation Development Plan
GOALS
III.Maximize resource utilization and operational efficiency with respect to system
administration and operations.
Objective:Maintain capital assets (vehicles and maintenance materials)in State
of Good Repair.
IV.Develop a local system that operates effectively in the short-term,continues to
develop an audience for regional transit options in the mid-term,and will connect
the local community to the region in the long-term.
Objective:Provide access to activity centers today with an understanding of
where future regional transit infrastructure is proposed to be located
Page 29 of 75
Ride Share Pilot Program
Goals for the Pilot Program
•Evaluate whether ride share is a viable alternative/supplement to the
current Go Geo program
•Structure the pilot program towards the populations that would most
benefit from a public transportation system
Page 30 of 75
Ride Share Pilot Program
Program Options
Previous Pilot Program
•Can provide a Promo Code that offers a discount that would be Geofenced for
the entire City –Same as previous program
Proposed Pilot Program
•Can set Promo Codes that offers a discount for trips that stop or start within a
specific area of the City.
•Lyft does not collect any type of demographic data, however the City does.
•The City could select the areas that would be Geofenced and a discount would
be applied to any trip that starts or ends in that area.
•This would apply to trips that would go outside of the City limits as long as the
ride starts or ends in one of the specific area.
Page 31 of 75
Ride Share 2.0
Program Options
•Can Geofence by
Census Tracts
•Based on median
Income, age, etc…
Page 32 of 75
Proposed New Lyft Pilot Program
•Program budget is $50,000
•Rider pays $2 base fee
•Flat City subsidy of $10
•Rider pays remaining balance if exceeding City subsidy
•Each user receives 10 rides per month
•24 hours a day service
•Promo Codes are Geofenced. Codes could only be used within the Low to
Moderate Income Census Tracts within the Georgetown City Limits
Page 33 of 75
Ride Share 2.0
Questions –Comments?
Page 34 of 75
City of Georgetown, Texas
City Council Workshop
O ctober 8, 2019
S UBJEC T:
P resentation and discussion regarding the Conventi on and Vi si tors B ureau’s (C VB ) Touri sm Strategi c P l an -- Cari
Miller, Tourism Manager
I T EM S UMMARY:
Since 20 14 , Georgetown’s ho tel occupancy tax has increased by 111%. Due to the rapid gro wth of Geo rge to wn, and the
continued increase in hotel occupancy tax, a Tourism Strategic P lan was needed that identified goals and actio n steps to
achieve these goals. The Tourism Strate gic P lan will ensure that the CVB staff and advisory board focus their energy,
resources, and time in advancing the City Council’s current goal to Become a Destination for Unique Experiences and
aligns with the City Council’s vision, goals, and strategies for Georgetown.
J ohn W hisenant, Senior Consultant with North Star Destinatio n Strategies will prese nt the Tourism Strategic P lan. The
Tourism Strategic P lan includes the following six strategies and multiple action steps to achieve these strategies.
Strategy 1: Vision
Have a clearly defined and broadly accepted vision for the destination and the organization
Strategy 2: Visitor Experience & Services
Enhance the quality of visitors’ experience by e nsuring easy access to helpful resources and easy travel
throughout Georgetown
Strategy 3: Marketing & Advertising
Expand marke ting and advertising pro grams to increase the awareness of Georgetown as a travel
destination to consumers in the City’s primary feeder markets
Strategy 4: Sales
Increase the economic impact of travel in Georgetown through targeted sales activities
Strategy 5: P ublic Relations & Communications
Increase Georgetown’s visibility and attractiveness as a travel destination to consumers through public
relations activities and earned media on all platforms
Create communication platforms and o pportunities to disse minate information on C VB’s activities to
City leadership, citizens, and stakeholders
Strategy 6: Staffing
Staff the C VB in a manner that allows it to effectively and efficiently accomplish its program of work
The C VB’s next step will be to accomplish the following three goals:
Develop a Destination Vision & C VB Vision
Investigate a P ublic/P rivate P artnership to build a new Visitors Center
Fully implement Hospitality Training P rogram
F I NANC I AL I MPAC T:
$50,000
S UBMI T T ED BY:
Cari Miller
AT TAC HMENT S :
Description
G T Tourism S trategic P lan
Page 35 of 75
GEORGETOWN, TX
TOURISM STRATEGIC PLAN
SEPTEMBER 2019
904-645-3160 | INFO@NORTHSTARIDEAS.COM | 1023 KINGS AVENUE, JACKSONVILLE, FL 32207
Page 36 of 75
TABLE OF CONTENTS
Destination Overview
Background Information 2
Economic Impact of Tourism on Georgetown 3
Strengths, Weaknesses, Opportunities, Threats 4
The Plan
Strategic Plan Process 5
Strategic Plan Considerations 6
Strategic Plan Snapshot 7
Strategy 1: Vision 8 - 9
Strategy 2: Visitor Experience and Services 10 - 14
Strategy 3: Marketing and Advertising 15 - 18
Strategy 4: Sales 19 - 22
Strategy 5: Public Relations/Communications 23 - 27
Strategy 6: Staffing 28
1 Page 37 of 75
DESTINATION OVERVIEW
According to the City’s Economic Development Department, Georgetown, Texas is experiencing
tremendous growth in both the residential and commercial sectors. The U.S. Census Bureau has
ranked Georgetown in the top ten fastest-growing cities in the U.S. in each of the past five years.
In 2019, the estimated population for Georgetown was 67,431 within the city limits, and 93,961 in the
city limits + ETJ (Extra-territorial Jurisdiction). It has been designated by Reader’s Digest as one of
the “Top 15 Cities to Move to In the United States.” The City enjoys a strong and stable economic
base, making Georgetown a leader in the Austin metropolitan area that is known for its educated
and motivated workforce, low taxes, and exceptional quality-of-life.
Accredited by Main Street America, Georgetown is noted for its historic downtown square, which
has been designated as “The Most Beautiful Town Square in Texas.” The City is home to more than
180 structures listed on the National Register of Historic Places, as well as an extensive parks and
recreation system with more than 30 parks and 9 miles of hike and bike trails; one trail connects
the downtown square to Lake Georgetown. The City’s newest park is the 525-acre Garey Park located
along the South Fork of the South San Gabriel River.
Georgetown is easily accessible via Interstate 35 and Toll 130 and is located within a few hours
driving distance from several major travel-source markets including Austin, Waco, San Antonio,
Ft. Worth, Dallas, Houston, and Abilene. Secondary potential source markets such as Corpus Christi
and Laredo are within a four-hour driving distance.
Georgetown has several successful, family-friendly events and festivals; it is particularly noted for its
annual Red Poppy Festival and Christmas Stroll. The City also boasts an active visual and performing
arts community and is a Texas designated cultural district. It is home to Southwestern University and
Sun City Texas, a major retirement community destination. The Sheraton Hotel and Conference Center
represented a major addition to the City’s tourism product upon opening in July of 2016, offering 222
sleeping rooms and 26,672 square feet of meeting space.
Georgetown is uniquely positioned to draw
potential visitors from major populations
centers within a 300-mile radius .
< 100 miles Austin: 28 miles
Waco: 74 miles
101 – 200 miles San Antonio: 121 miles
Ft. Worth: 162 miles
Dallas: 168 miles
Houston: 176 miles
Abilene: 197 miles
201 – 300 miles Corpus Christi: 226 miles
Laredo: 281 miles
2 Page 38 of 75
ECONOMIC IMPACT OF TOURISM ON GEORGETOWN
* Source: The Economic Impact of Travel on Texas Report (2018) for Travel Texas, Office of the Governor,
Economic Development & Tourism; by Dean Runyan Associates, Portland, OR. http://www.travelstats.com/dashboard
** Source: Georgetown Convention and Visitors Bureau, August 2019
3 Page 39 of 75
STRENGTHS, WEAKNESSES, OPPORTUNITIES, THREATS
The following reflects feedback from stakeholder surveys and stakeholder meetings conducted April 2-5, 2019.
Strengths
●Strong Brand
“Most Beautiful Town Square in Texas”
●Downtown Square
(mentioned most often by respondents)
●Authenticity/character of architecture
(particularly downtown)
●Diversity of retail/dining/arts in downtown
●Downtown walkability
●Free Parking
●“Small-town” atmosphere with
many modern amenities
●Excellent conference facility (Sheraton)
●Proximity to Austin
●Strong support of City leadership for tourism
●Strong, growing arts community and offerings/
attractive and diverse public art
●Attractive and convenient downtown Visitors
Center staffed with knowledgeable personnel
●Easy access from other areas in Texas
via interstate
●Southwestern University campus
●Partnership with “Daytripper” and
creative branding of Georgetown
as a day-trip destination
●Parks, trails system, quality of athletic fields
●Inner Space Caverns attracts thousands
of visitors
●Sun City
(growing retirement community population)
Weaknesses
●Lack of knowledge about Georgetown
as a destination in general market region
(150-200 miles)
●Lack of knowledge on the part of
community about the work of the CVB
●Lack of comprehensive long-term marketing plan
●Traffic issues
(as the city has grown, traffic has also increased)
●Nothing on the interstate informing drivers of
Georgetown’s offerings/encouraging them to exit
●Hospitality training needed in visitor-contact
points other than the downtown Visitors Center
●Perceived lack of upscale restaurants
●Perceived lack of variety of things to do
in Georgetown
●Limited hours of operation of
downtown merchants
●Blue Hole Park has lost some of its appeal due
to overuse, type of use
Opportunities
●Georgetown becoming the hub of a tourism region/ collaboration with nearby communities
●Overall growth and development of Garey Park
●Additional development of wineries, breweries, and driving trails connecting these attractions
●Development of an interstate visitor center
●Development of additional hotels
●Attracting more conferences/meetings
●Attracting amateur sporting events
Threats
●Development of the Kalahari water park/resort/convention facility in nearby Round Rock, TX
●Maintaining small town charm as the City grows commercially
●Round Rock, TX already established as an amateur sports destination
●Growing perception by some that Georgetown is becoming primarily a retirement community
4 Page 40 of 75
STRATEGIC PLAN PROCESS
By its very nature, a strategic plan is meant to be broad in scope and succinct in its primary points.
These form the primary goals and strategies outlined in this plan and which are outlined in the
Strategic Plan Snapshot.
It is important to note that these are recommendations – the extent to which they may be
adopted and the timeframe for their implementation is fully and completely at the discretion
of the leadership of the City of Georgetown, the CVB Advisory board, and the staff.
The leadership of the organization will need to assign priorities to those recommendations
it chooses to adopt. Some adopted recommendations can be implemented quickly, while
others may require more time. In other words, these recommendations should be looked at
as a “moving target” – one that will require frequent re-visiting and re-evaluation by leadership.
5 Page 41 of 75
STRATEGIC PLAN CONSIDERATIONS
Analysis of Current CVB Program of Work
Research for these recommendations developed after an analysis of the CVB’s printed materials
- including the Visitor Guide, maps, shopping and dining guides, and other collateral. In addition, the
CVB’s Media/Marketing Plan, website and all social network platforms were reviewed and analyzed.
Georgetown’s marketing materials are very good, reflect a positive image for the destination, provide
valuable information, and create a desire on the part of potential visitors to travel to the destination.
The “ VisitGeorgetown.com ” website is exceptionally well-done: graphically attractive, easy to navigate;
visitor-focused and visitor-friendly; provides valuable and up-to-date destination information; and
integrates well with Georgetown tourism’s brand positioning. Georgetown tourism’s current social
media platforms are very well-done and kept current.
Georgetown’s branding as “The Most Beautiful Town Square in Texas” is appropriate and
communicates a strong unique positioning for the destination. Georgetown tourism’s
“Daytripper” marketing message is exceptionally effective and is utilized well in marketing
materials and activities.
Research demonstrated that the CVB is currently doing many things very, very well. As a
result, in some instances there are no recommendations for change in the current activity
of the Georgetown CVB. It should be understood that this is in fact a positive and that
sometimes the most effective strategy is to continue an already successful course of action.
Georgetown Tourism Growth Philosophy
The consensus results of the Stakeholder Surveys, the narratives of five community meetings,
meetings with City leadership, and meetings with the CVB leadership and staff define Georgetown’s
tourism growth philosophy and priorities which inform the strategies addressed in this plan:
1. Tourism is an important economic development activity for Georgetown and should
be supported.
2. Tourism growth is a community desire and should be planned in a way that is steady and
managed, but that also takes advantage of unique windows of opportunity that may occur.
3. As tourism grows, care should be taken to protect the city’s natural, historic and cultural
resources and the quality of life enjoyed by Georgetown’s citizens.
6 Page 42 of 75
STRATEGIC PLAN SNAPSHOT
Strategy Key Actions
1. Have a clearly defined and broadly
accepted vision for the destination
and the organization
●Develop a Destination Vision and a CVB Vision, both of which
should align with the City’s Vision and Core Values and the
currently established CVB Mission Statement
2. Enhance the quality of visitors’
experience by ensuring easy access
to helpful resources and easy travel
throughout Georgetown
●Develop, build, and operate a new state-of-the-art
Visitors Center in downtown Georgetown
●Improve and expand visitor wayfinding signage
●Enhance the VisitGeorgetown.com website to include
additional visitor planning tools
●Continue production and expand the distribution
of visitor guides and maps
●Fully implement a hospitality training program to visitor
contact points throughout the city
●Investigate the development and operation of
a Visitors Center on Interstate 35
3. Expand marketing and advertising
programs to increase the awareness
of Georgetown as a travel
destination to consumers in the
City’s primary feeder market
●Direct additional CVB budget resources to marketing
and advertising
●Maintain a consistent visitor-directed marketing
message and utilize it across all of Georgetown’s
marketing/advertising channels
●Focus marketing/advertising efforts to markets within 300
miles of Georgetown and specifically target/message both
day trip and overnight visitors
●Expand digital and print advertising, marketing and
communications with travel consumers and potential visitors
4. Increase the economic impact of
travel in Georgetown through
targeted sales activities
●Continue current and implement new sales activities directed
to attracting meetings and conferences to Georgetown
●Investigate the potential ROI of new sales programs directed
to the consumer market and implement appropriate
sales activities
5. Through public relations activities,
increase Georgetown’s visibility and
attractiveness as a travel
destination to consumers through
public relations activities and
earned media on all platforms;
Increase the knowledge of citizens
and stakeholders regarding the
Georgetown CVB’s program of work
●Continue to utilize the services of the CVB’s contracted PR
agency to increase exposure of Georgetown to the public and
the travel media through qualified writers/press, bloggers,
influencers, and over expanded social media platforms
●Create communication platforms and opportunities to
disseminate information on CVB’s activities to City
leadership, citizens, and stakeholders
6. Staff the CVB in a manner that
allows it to effectively accomplish
its program of work
●Add staff as expanded program demands and budget allow
7 Page 43 of 75
STRATEGY 1: VISION
Have a clearly defined and broadly accepted vision for the destination and the organization.
A strategic plan must be based on an organization’s mission, vision, and core values. Together,
they guide strategy development, help communicate the organization's purpose to stakeholders,
and inform of the goals and objectives which are established to determine whether the strategy
is on track.
While the CVB’s already established mission statement describes and defines its purpose and overall intention, a destination and CVB vision statement would look forward and
describe what both hope to ultimately achieve. They are meant to be inspirational,
aspirational and challenging.
The destination and CVB visions must align with the City of Georgetown’s Vision Statement
and Core Values, as well as with Georgetown CVB’s Mission Statement.
City of Georgetown Vision Statement
Georgetown: A caring community honoring our past and innovating for the future.
City of Georgetown Core Values
The City of Georgetown is a customer-focused organization, which supports the
core values of trust, professionalism, teamwork, communication, and work/life
balance in order to provide outstanding service.
Georgetown CVB Mission Statement
The mission of the Georgetown Convention and Visitors Bureau is to increase the
economic impact on Georgetown by promoting the community as a tourist and
meeting destination.
GOAL 1.1 Develop a Destination Vision and a CVB Vision, both of which align with the current CVB Mission Statement and the City’s Vision and Core Values.
OBJECTIVE Build a consensus vision for the destination and the CVB as an organization.
ACTION PLAN
Involve City leadership, the CVB Advisory Board, and CVB Staff in the
creation of a vision for the destination and the CVB; schedule and
hold workshops/meetings for discussion, development and adoption
of vision statements.
8 Page 44 of 75
BEST PRACTICES: DESTINATION AND CVB VISION STATEMENTS
“Your vision is your dream. It's what your organization or destination believes are ideal: that is, how things
would look if the issue important to you were completely, perfectly addressed. There are certain characteristics
that most vision statements have in common. In general, vision statements should be (1) understood and shared
by members of the group; (2) inspiring and uplifting to everyone involved in your effort; and (3) easy to
communicate - they are generally short.”
Adapted from “Proclaiming Your Dream: Developing Vision and Mission Statements”,
The Community Toolbox, Center for Community Health and Development, University of Kansas.
EXAMPLES OF GOOD DESTINATION VISION STATEMENTS
Asheville/Buncombe County will retain its unique, authentic and environmental charm while welcoming
global visitors searching for personal enrichment and memorable experiences. – Asheville, NC
Colorado Springs and the Pikes Peak region will be the leading U.S. destination for experiential travel,
inspired by the majesty of Pikes Peak; iconic, accessible natural wonders; and the Olympic spirit.
– Colorado Springs, CO
Winston-Salem/Forsyth County is a premiere visitor and convention destination that offers vibrant arts
and cultural experiences in an innovative business environment. – Winston-Salem, NC
Burnsville will be a vibrant destination of choice featuring unique and quality experiences through
a mix of attractions, culture, recreation, shopping and dining. – Burnsville, MN
Irving will continue to be a uniquely vibrant destination attracting visitors of all kinds for
unforgettable experiences. – Irving, TX
Mansfield and Richland County will be widely acknowledged as one of the most extraordinary
and distinctive destinations in Ohio. – Mansfield, OH
Nashville will continue to be a premier domestic and international entertainment Destination
for travelers who seek leisure and convention experiences. – Nashville, TN
EXAMPLES OF GOOD CVB VISION STATEMENTS
Johnston County Visitors Bureau is the recognized and influential community tourism leader through
its successful, productive and technology-savvy marketing, development and advocacy partnerships.
– Johnston County, NC VB
To be the recognized catalyst to make Norfolk a dynamic travel destination. – Norfolk, VA CVB
The Bismarck-Mandan Convention & Visitors Bureau is an engaged community brand marketing
leader through its effective research, promotion and sales strategies, on-demand visitor services
and productive industry and community partnerships. – Bismarck, ND CVB
The Chapel Hill/Orange County Visitors Bureau will serve as a leader in tourism economic
development through creative marketing, as well as active community and product development
support. – Chapel Hill, NC CVB
With Visit Phoenix’s efforts, Greater Phoenix will achieve a healthy and sustainable visitor industry
for the enjoyment of the visitor and the benefit of the local community. – Phoenix, AZ CVB
The Costa Mesa Conference and Visitor Bureau is the engaged destination marketing leader,
supporting and selling the city’s distinct visitor brand experiences and advocating community tourism
benefits. – Costa Mesa, CA CVB
9 Page 45 of 75
STRATEGY 2: VISITOR EXPERIENCE AND SERVICES
Enhance the quality of visitors’ experience by ensuring easy access to helpful resources and easy
travel throughout Georgetown.
GOAL 2.1 Develop, build, and operate a new state-of-the-art Visitors Center in downtown Georgetown.
OBJECTIVE Keep the Visitors Center in downtown Georgetown.
ACTION PLAN
With the historic square being the focal point of Georgetown’s tourism
product, it naturally follows that the square would generally be the first
destination/contact point for visitors. Having the Visitors Center located
on or near the square makes it convenient for visitors to obtain information
on the destination and receive advice on planning their visit. This service
not only enhances the visitor experience; it also has the potential to
encourage visitors to extend their stay and/or increase their spending
in the city. In addition, having the Center located on the square is perceived
as a valuable benefit by the downtown attractions, retailers and restaurateurs.
It is recommended that the primary Visitors Center remain on or near
the square in downtown.
OBJECTIVE Have a downtown Visitors Center that is specifically designed for that purpose,
is larger than the current facility and that is attractive, interactive, provides appropriate visitor
services, includes ample public restrooms, has ample and convenient parking, and includes
expanded office space for CVB staff.
ACTION PLAN
As soon as possible, establish and implement a plan and 2-year timeline
for the design and construction of a new Visitors Center.
Utilize the input of the CVB staff and visitor center best practices
in the planning and design of the new Visitors Center.
During the design and construction phase of the new Visitors Center, maintain
operations of the Visitors Center/CVB offices in their current location.
Once the new Visitors Center is built and occupied by the CVB, dispose
of the current location in a manner determined by the City leadership.
10 Page 46 of 75
Best Practices: Visitor Centers
Reference Websites
12 Things Successful Visitor Centres Do Differently
https://tourismeschool.com/blog/12-things-successful-visitor-centres-do-differently/
Asheville, NC Visitor Center
https://www.exploreasheville.com/iconic-asheville/about-asheville/visitor-information/
Apple Park Visitor Center
https://www.apple.com/retail/appleparkvisitorcenter/
Golden, CO Visitor Center
https://www.visitgolden.com/your-visit/golden-visitors-center/
Austin, TX Visitor Center
https://www.austintexas.org/plan-a-trip/visitor-center/
Franklin, TN Visitor Center
https://visitfranklin.com/see-and-do/visitor-center
University of Rhode Island Visitor Center
https://dbvw.com/news/first-impression-uri-unveils-new-welcome-center/
Interior Design Best Practice Examples
Columbus, GA Macon, GA Knoxville, TN
Florence, AL Ft. Wayne, IN Presidio, CA
11 Page 47 of 75
GOAL 2.2 Enhance the VisitGeorgetown.com website to include additional visitor planning tools.
BACKGROUND
A strong online presence has become the primary tool for destinations to attract, inform,
and ultimately convert interest into actual travel. Travelers now use the Internet as the
primary research tool for planning virtually all elements of their vacation plans, including
itinerary planning, lodging, shopping, dining and more. Georgetown tourism has an excellent
website that is graphically appealing, visitor-friendly, easy to navigate, informative, and
contains up-to-date editorial and promotional content.
OBJECTIVE Add visitor service/sales functions to the Georgetown CVB website.
ACTION PLAN
As budget allows, develop and add the following to the CVB website:
Itinerary/Trip Planner – Useful tool that makes it easy for users
to decide on their activities and save plans to an itinerary.
Lodging Booking Engine – Can be accomplished through third-party
provider; encourages and captures bookings for Georgetown properties.
Blog – Encourages visitor engagement and serves as unbiased
endorsement (must be monitored by CVB staff.)
Storefront – Make available for purchase promotional items, local
products, tickets to attractions and/or events.
GOAL 2.3 Improve and expand visitor signage.
OBJECTIVE Capture the interest of drivers from Interstate 35 and Tollway 130
with highway signage.
ACTION PLAN
Consider adding to the CVB advertising plan the purchase of additional
billboards along both highways, including around/near the Kalahari exit
in Round Rock, TX.
There is currently no interstate highway signage along I-35 that informs
travelers of Georgetown’s charming town square or other points of interest.
As a result, travelers have no reason to exit the interstate and Georgetown
loses an opportunity for additional visitors. (Long-term efforts by the City
and CVB on this issue have proven successful, with the recent announcement
that I-35 signage for Georgetown has been approved by TxDOT. The City
and CVB should continue their work with TxDOT to ensure that this signage
is installed.)
12 Page 48 of 75
OBJECTIVE Improve visitor wayfinding signage.
ACTION PLAN
Georgetown currently has wayfinding signage that is easy to follow and
provides helpful information. It is primarily concentrated in the downtown
core. To make wayfinding signage more visible and to carry and convey the
City’s brand, consider re-painting signs with the CVB’s brand colors and
include the “Most Beautiful Town Square in Texas” logo.
As budget allows, extend wayfinding signage beyond the downtown
core into areas such as the commercial districts along Interstate 35, the
Sun City area, and to and from the more rural areas of the city such as
Lake Georgetown and Garey Park.
In addition, it is recommended that wayfinding signage be added to the
hike/bike trail between the Sheraton Hotel and downtown.
OBJECTIVE Equip visitor contact personnel and interested citizens to assist
visitors to Georgetown.
ACTION PLAN
The CVB has developed a hospitality training program that equips front-line
personnel in visitor contact points (hotel front desks, attractions/points of
interest, downtown merchants and restaurants, convenience stores, etc.) with
customer service skills and knowledge of the Georgetown tourism product.
The program should continue to be fully implemented.
OBJECTIVE Create and distribute the appropriate visitor publications and provide
helpful visitor information at various visitor touchpoints.
ACTION PLAN
Continue the annual production and publication of the Georgetown Visitors
Guide; continue to include a digital version of the Visitors Guide on the
visitor website VisitGeorgetown.com.
Distribute the Visitors Guide to as many visitor contact points in the city
as possible, i.e. hotel front desks, Chamber and Economic Development offices,
government offices, attractions/points of interest, downtown merchants and
restaurants, convenience stores, etc.
Develop and produce a map of Georgetown on tear-off pads and make
available free-of-charge at visitor contact points (see Best Practices Examples
on next page).
13 Page 49 of 75
Best Practice Examples: CVB Tear-Off Maps
Clearwater, BC Greenville, SC
Austin, TX Claremont, CA
14 Page 50 of 75
STRATEGY 3: MARKETING AND ADVERTISING
Expand marketing and advertising programs to increase the awareness of Georgetown as a travel
destination to consumers in the City’s primary feeder markets.
Georgetown is a unique and very desirable destination for visitors, particularly from the City’s
primary market areas (see map page 3). The CVB currently has a good marketing and advertising
plan based on, and in appropriate relation to, its overall budget. To reach more of the City’s
potential market, it is recommended that additional resources be dedicated to an expanded
program of advertising and marketing.
GOAL 3.1 Direct additional CVB budget resources to marketing and advertising.
OBJECTIVE As is currently being done by the CVB, continue to ensure that current
advertising expenditures are resulting in a positive Return on Investment (ROI).
ACTION PLAN
Continue the CVB’s excellent procedure of reviewing statistics (i.e., Google
Analytics, response rates on Daytripper referrals, inquiry rates for both
Printed and digital advertising) to evaluate the effectiveness of all current
print and digital media advertising purchases. Adjust and/or eliminate advertising
placements with a less than desired ROI and redirect those funds to other/new
marketing/advertising initiatives.
OBJECTIVE As possible, increase the amount designated for marketing and advertising
within the CVB budget.
ACTION PLAN
As HOT collections continue to grow (and as the budget of the CVB increases
accordingly), under the leadership and approval of the City management team
and the CVB Advisory Board, allocate more funds within future CVB budgets to
marketing/advertising.
OBJECTIVE Leverage marketing/advertising funds with local, regional and state partners
that would yield the greatest ROI for Georgetown Tourism.
ACTION PLAN
Research and participate in select co-op marketing/advertising/PR opportunities with
the state’s tourism department (Travel Texas) and participate in selected programs
( www.gov.texas.gov/travel-texas/page/co-op-opportunities ).
Advertise in the Austin Visitors Guide . Research other available co-op
marketing/advertising opportunities with the Austin/Travis County CVB.
Investigate the development of co-op marketing/advertising partnerships with the
tourism offices in Bastrop, Burnet, Lee, and Milam Counties, creating a “Circle Austin”
program, joint interest trails program, or hub-and-spoke regional tours program with
Georgetown as the base for overnight stays .
15 Page 51 of 75
GOAL 3.2 Maintain a consistent visitor-directed marketing message and utilize it across all
of Georgetown’s marketing/advertising channels.
OBJECTIVE Continue to utilize and feature Georgetown’s strongest competitive points
and brand identity.
ACTION PLAN
Georgetown has exceptionally strong brand messages that highlight its
competitive points of differentiation. As a result, the CVB should maintain
and continue to utilize the “Most Beautiful Town Square in Texas ” unique brand
positioning, logotype and brand colors in all marketing, advertising, and promotion.
In addition, the CVB should continue the strong partnership with and use of the
“Daytripper” brand in those markets identified as a primary source for both day
trip and overnight visitors.
As it currently does, future advertising/marketing messages should highlight the
City’s unique points of differentiation through images, graphics and copy in all
media, advertising design and placement, and promotion:
Downtown Square Small-Town Charm/Slower Pace
Historic Assets Natural and Scenic Beauty
Arts/Culture Parks & Recreational Opportunities
Family-Friendly Welcoming People
Messaging Examples
(Thematic conceptual examples only; actual messaging, design, implementation and execution would be
the work of appropriate advertising and design professionals under the direction of Georgetown CVB)
History Small Town Charm/Events Adventure/Recreation
Best Practices Example: Elk Grove, CA “Small Town Charm” Promotional Video
ispot.tv/ad/wdIb/city-of-elk-grove-small-town-charm#
16 Page 52 of 75
GOAL 3.3 Focus marketing/advertising efforts to markets within 300 miles of Georgetown
and specifically target/message both day trip and overnight visitors.
OBJECTIVE Establish priority markets for potential leisure and conference/meetings
and further refine those markets for day trip visitors or overnight visitors.
ACTION PLAN
Develop specific targeted messaging and expand
the annual advertising plan to include additional
advertising placements and/or media platforms
that will reach Georgetown’s highest potential
markets for both day trips and overnight
visitation in specific market segments.
Leisure
Day Trip
Austin, College Station, Round Rock, Temple,
Waco & other communities in a 100 – 150-mile radius
Mix of Day Trip and Overnight
College Station, Waco, San Antonio
& other communities in a 100 – 150-mile radius
Overnight
Dallas, Ft. Worth, Houston
and other communities in a 100–300-mile radius
Meetings/Conferences
Overnight
Primary Markets:
Austin, College Station,
Waco, San Antonio, Houston, Dallas, Ft. Worth
SMERF/Wedding Markets
Secondary Markets:
Organizations & Business
Located Elsewhere in Texas
17 Page 53 of 75
OBJECTIVE Establish specific marketing/advertising strategies, including platforms,
message, creative and placement that will best reach each of Georgetown’s identified
target market segments.
ACTION PLAN
Georgetown appears to be well represented in statewide platforms such as the
Texas State Travel Guide, TX Highways Magazine , and the Texas Events Calendar.
Utilizing non-occupancy tax funds, advertising in consumer publications in
the Austin market should be added to the advertising plan.
The Houston market appears to have two placements ( Houston House and
Home, Houstonia ); additional placements in this market should be considered.
Other regional potential markets such as San Antonio, Dallas, and Ft. Worth
are not represented in the advertising plan and with additional/reallocated
advertising funds should be included in an expanded advertising plan.
Include advertising placements in support of sales programs as outlined
in the Sales Strategy of the plan.
GOAL 3.4 Expand digital advertising, marketing and communications with travel consumers
and potential visitors.
OBJECTIVE Utilize digital technology and platforms to convey the Georgetown brand
and marketing message.
ACTION PLAN
Print and digital marketing are well suited to reach different demographic
groups and help cast a wider geographic net toward a specific kind of
customer. In addition, it is very cost effective, particularly in contrast
to broadcast (television/radio) advertising. While print advertising is
certainly not dead, the trend in destination marketing is towards digital.
The CVB is properly utilizing digital advertising and should continue
its current digital advertising efforts and, as budget allows, expand them.
18 Page 54 of 75
STRATEGY 4: SALES
Increase the economic impact of travel in Georgetown through targeted sales activities.
GOAL 4.1 Continue current and implement new sales activities directed to attracting
meetings and conferences.
BACKGROUND
The meetings/conference market plays a very
important role in the economic impact of travel
to Georgetown.
Since the opening of the Sheraton Austin
Georgetown Hotel and Conference Center three
years ago, Georgetown has enjoyed strong growth
in the meetings/conference market. The excellent
facility has 26,672 square feet of meeting space
and 222 guest rooms. It has received high ratings
from meeting/conference planners and attendees and has had good success, particularly in attracting
Austin-based associations and businesses as well as local social events.
The CVB addresses this vital market through a dedicated salesperson, participation in meeting
planner events and trade shows, advertising on meeting planner-directed digital and print platforms,
and by working cooperatively with the sales personnel and programs of the Sheraton.
A potential threat to the success of this market in Georgetown is the development and impending
opening of the Kalahari Resort and Convention Center in nearby Round Rock, Texas. With 200,000
square feet of meeting space, proximity to Austin, and added entertainment/recreational offerings,
it has the potential to have a major impact on Georgetown’s meeting/conference marketing efforts.
OBJECTIVE Maximize meeting/conference sales efforts through continued partnership
with the Sheraton Austin Georgetown.
ACTION PLAN
The CVB currently has an excellent relationship with the Sheraton Austin
Georgetown and coordinates marketing and sales efforts and activities
with the hotel’s Marketing and Sales staff. This cooperative partnership
should continue.
Through this partnership, the CVB can and should utilize and coordinate
their sales programs in conjunction with the hotel’s affiliation with the
national Marriott marketing, sales, and referral programs.
19 Page 55 of 75
OBJECTIVE Through affiliation with professional associations/organizations and participation
at the trade shows/professional events of those organizations, sell Georgetown as a location
for meetings and conferences.
ACTION PLAN
The Georgetown CVB should maintain its current memberships in the following:
Texas Society of Association Executives (TSAE)
Meeting Professionals International (MPI), Texas Hill County Chapter
Dallas-Ft. Worth Association Executives (DFWAE)
In addition, the Georgetown CVB should consider adding memberships in
the following:
Houston Society of Association Executives (HSAE)
San Antonio Chapter of TSAE (TSAESA)
Christian Meetings & Conventions Association (CMCA)
CVB participation should continue in the following meeting planner
shows/marketplaces:
HSAE Meetings
TSAE Annual Conference
Destination Texas Trade Show
Southwest Showcase
Connect Texas Trade Show
Connect Trade Show
OBJECTIVE Make meeting planners aware of Georgetown as a potential meeting site
through advertising.
ACTION
The CVB currently advertises on several TSAE digital and print platforms, and should
continue to do so:
TSAE Membership Directory
TSAE Association Leadership Magazine
TSAE Buyers Guide
TSAE Online/Digital Ads
Connect Texas
Going forward, the CVB should consider adding meeting planner directed digital
and print advertising in the following:
MPI Texas Hill County Chapter Monthly Newsletter
MPI Texas Hill County Chapter Website Home Page
CMCA Good Newsletter
20 Page 56 of 75
OBJECTIVE Develop advertising messaging and sales efforts that will most effectively
compete with the development and opening of the Kalahari Resort and Convention
Center in Round Rock, TX.
ACTION PLAN
Develop and utilize competitive messaging in relation to the Kalahari Resort, i.e.
quality of meeting and sleeping room facilities; proven track record of meeting
services and history of successful meetings; ease of access from interstate;
ample and free parking; closeness of sleeping rooms to meeting space; attraction
of small-town charm, etc.
OBJECTIVE Provide meeting planners with useful tools and resources to plan
a meeting/conference in Georgetown.
ACTION PLAN
Maintain and enhance the current “Meeting Planners” page on the
Georgetown CVB Website.
Develop a list of CVB services available to meeting planners, i.e. distribution
of city-wide event RFPs, site inspections for hotels/meeting venues/special
event venues, spouse program planning assistance, promotional items,
registration volunteers, etc. Include this listing on the “Meeting Planners”
page of the CVB website.
Best Practice Examples: Meeting Planner Services Web Pages
Franklin, TN
Very similar city to Georgetown: historic downtown, close to major
destination city (Nashville), similar size conference facilities
visitfranklin.com/meetings/10-reasons-to-host-your-meeting-in-franklin
Albany, GA
Also very similar to Georgetown
www.visitalbanyga.com/meetings-and-groups
Austin, TX
Nearest major competitive city for this market
(until the opening of Kalahari Resort in Round Rock, TX)
www.meet.austintexas.org
Knoxville, TN
Midsize city with excellent menu of meeting services
www.visitknoxville.com/meetings/
21 Page 57 of 75
GOAL 4.2 Conduct select sales activities directed to Leisure (Consumer) Travelers.
BACKGROUND
By far, the most effective method of reaching large numbers of leisure travelers is through
digital and print advertising and the Internet. Much of the Georgetown CVB’s sales effort
toward the leisure market is correctly focused on these platforms.
Georgetown is obviously a drive-market for visitors. Many, if not most, automobile travelers
depend on information available on their mobile devices. Georgetown’s web-based
information is mobile and tablet friendly.
In terms of sales, many CVBs employ two other methods of developing the leisure market:
travel show representation and penetration into the AAA market.
As a rule, consumer travel shows are not always effective for destination marketing
organizations in that the audiences at such shows is usually quite large and diverse.
With Georgetown’s strong attraction as a day trip destination, an exception might be
travel shows in the feeder markets of Austin, San Antonio, and Houston.
While not as influential as they once were, AAA offices and their travel counselors do still
have some influence on their membership. These offices also plan and operate group tours.
OBJECTIVE Attract leisure visitors to Georgetown through selected consumer travel and/or
recreational shows in primary feeder markets.
ACTION PLAN
Research (market, audience, projected attendance, cost and schedule) of upcoming
travel and/or outdoor-based shows in Austin, San Antonio, Houston and Waco;
consider attending/participating in selected travel and/or recreational shows as
part of a cooperative effort with other area destinations/CVBs (“Circle Austin”);
register for those shows that demonstrate the highest potential; after attending
the selected shows, evaluate their effectiveness and ROI.
OBJECTIVE On a limited basis, utilize AAA offices to increase leisure visitation.
ACTION PLAN
Research and identify individual AAA offices in Austin, San Antonio, Houston,
Dallas, Ft. Worth, and Waco; prepare informational packets on Georgetown and
distribute to those AAA offices (via mail or in-person calls when possible.)
Research advertising in the regional edition of the AAA TourBook® (annual
publication) and the AAA Texas publication Texas Journey® Magazine.
22 Page 58 of 75
STRATEGY 5: PUBLIC RELATIONS/COMMUNICATIONS
Through public relations activities, increase Georgetown’s visibility and attractiveness as a travel
destination to consumers and earned media on all platforms; Increase the knowledge of citizens
and stakeholders regarding the Georgetown CVB’s program of work.
GOAL 5.1 Continue to utilize the services of the CVB’s contracted public relations agency to increase
exposure of Georgetown to the public and travel media through qualified writers/press, bloggers,
influencers, and throughout social media platforms.
BACKGROUND
The CVB has a very successful relationship with a contracted outside agency which does
an excellent job of handling the CVB’s public relations programs. It is recommended that
this relationship/contractual arrangement continue.
OBJECTIVE Working with the PR agency, engage in an expanded general media relations
program to generate earned media in strategically targeted outlets.
ACTION PLAN
Create customized pitches aimed at editors, journalists, bloggers, influencers
and others, particularly in Georgetown’s identified source market areas
(Austin, San Antonio, Dallas, Ft. Worth, Waco) as well as other regional areas.
Create, distribute and pitch story ideas and press releases to qualified media outlets;
focus on both existing and emerging story lines – including small town uniqueness,
unusual shopping or dining outlets, special events, outdoor and waterway recreation,
history, etc.
Expand the “Media Room” page on the Georgetown CVB website to provide story
ideas and outlines, copies of press releases, a library of high-resolution photography
and video, and Georgetown media contact staff information.
OBJECTIVE Increase Georgetown’s visibility and attractiveness as a travel destination
through digital platforms.
ACTION PLAN
The Georgetown CVB does an excellent job of utilizing various social media
platforms to promote the destination and should maintain and regularly update
their existing social media platforms:
Facebook ( www.facebook.com/VisitGeorgetownTX/ )
Twitter ( www.twitter.com/visitgeorgetown )
Instagram ( www.instagram.com/visitgeorgetowntx/ )
YouTube ( www.youtube.com/channel/UC4quWsnaI45b77MDLkQq_FA )
To take advantage of other popular and free social platforms, Georgetown CVB
should create and maintain a presence on LinkedIn ( www.linkedin.com )
23 Page 59 of 75
Best Practices: CVBs Ramp Up Marketing, Social Media Strategies
Maria Lenhart, Meetings Today Magazine
Given how social media and mobile technology are playing an
ever-increasing role in site selection and the way visitors are accessing
destination information, it’s little wonder that CVBs/DMOs are stepping up
their approach to digital marketing. Mobile apps, Twitter command centers,
meetings microsites and partnerships with local bloggers are all important
tools that destination marketers are using to boost a city’s appeal and
improve visitor engagement.
Taking this approach is absolutely necessary in today’s environment, according to Katie Cook, director of digital
marketing for Visit Austin. “CVBs should continue to watch trends on how people are communicating and
looking for information so that they enhance the overall destination experience,” she said. “As visitors and
meeting attendees get more and more social media savvy, they are expecting CVBs to be present and
responsive on these networks.”
DMOs are empowering association planners to promote their meetings by giving them landing pages, microsites
and digitized content they can use. Pinterest and Instagram are being used for this as well—and the majority of
DMOs are building Pinterest and Instagram sites for their destinations. Destinations and planners alike are
concerned with attracting younger people, so they need to be in those channels.
Here’s a sampling of creative ways some CVBs are using digital tools to enhance their meetings and tourism appeal.
Austin, TX : At the Austin CVB, a multi-pronged social media program includes meetings-specific accounts on Facebook
and Twitter as well as a blog and a presence on Instagram, Flickr, YouTube, Vimeo and Pinterest. “We also started a
program called True Austin that allows some of our local bloggers and influencers to answer visitor questions on social
media and email,” Cook said. “Visitors and meeting planners want to know what the locals recommend and love the
personalized service.”
Chicago, IL: For large meetings and shows, Choose Chicago will set up a command center on Twitter where attendees
can get answers to questions and assistance with problems. “For instance, anyone having an issue at the airport can
get help immediately from someone who’s monitoring the tweets coming in,” said Rose Horcher, vice president of client
services. “At a recent meeting, we used it to retrieve a laptop left at the hotel.”
Indianapolis, IN : Visit Indy is using Twitter to build excitement and answer questions from attendees before they arrive
in Indianapolis. About two weeks prior to a meeting, Visit Indy starts communicating with attendees via the
organization’s event hashtag, said spokesperson Lisa Wallace. “We can discuss anything from transportation options to
where to get a cup of the best local coffee,” she said.
Louisville, KY: Louisville CVB enables planners to tap into prepared content on restaurants and attractions that they can
post on Facebook, Twitter and other platforms, said Gathan Borden, director of brand marketing. “All the planner has to
do is insert their meeting hashtag, plug in their group name and they have a full-on social media plan,” he said. “They
can pick up whatever they want, including Tweets and Facebook posts we’ve created, and share it with their attendees.
Nashville, TN : The Nashville CVB’s “Live Music Guide” enables visitors to access information about where and when
artists are appearing at various spots around the city. “Music is our brand and our product—it was important for us to
have an app that really addresses this,” said Deana Ivey, chief marketing officer for the CVB. “Meeting planners ask
about it and we promote it at the registration desk. It’s very handy for people to use when they want to go out after
functions. It has augmented reality, so when you step outside the hotel or convention center, you’ll see what’s
happening within a few blocks of where you are.”
Valley Forge, PA: “The old adage that a picture is worth a thousand words no longer applies to modern digital
marketing,” said Edward Harris, vice president of marketing and communications for Valley Forge Tourism and
Convention Board (VFTCB). To that end, the VFTCB launched the cutting-edge Montco360.net, offering more than 30
interactive virtual tours of the most popular attractions and event venues in Montgomery County, all filmed with drones.
Vancouver, BC: Tourism Vancouver encourages local bloggers to post content on the bureau’s Inside Vancouver website.
“It’s very personalized information that gives the viewpoint of those who live here, whether it’s about where to take a
bike ride or where to get a great glass of wine,” said Dave Gazley, vice president of meeting and convention sales.
“People are looking for authentic experiences.”
24 Page 60 of 75
OBJECTIVE Utilize digital influencers as part of Georgetown’s digital public relations activities.
ACTION PLAN
Research, identify and utilize qualified macro and micro influencers whose blog/vlog
areas of interest match Georgetown’s travel product and who have a quantified and
large base of followers matching Georgetown’s target market demographics.
OBJECTIVE Communicate regularly with travel consumers and potential visitors.
ACTION PLAN
Continue the production and distribution of the Georgetown consumer-targeted
travel e-newsletter.
Expand the editorial content of the e-newsletter (which is currently primarily
event-focused) to include information on local attractions, feature stories,
itinerary suggestions, etc.
Best Practices Examples: Consumer E-Newsletters from Texas CVBs
25 Page 61 of 75
GOAL 5.2 Create communication platforms and opportunities to disseminate information
on the CVB’s activities to City leadership, citizens, and stakeholders.
BACKGROUND
The Georgetown CVB is a well-functioning agency that successfully fulfills its mission.
However, from the information gathered in stakeholder meetings and surveys, as well
as conversations with City and CVB leadership, there is little knowledge among citizens
and stakeholders about the work of the CVB and the economic impact of tourism in
the community.
OBJECTIVE Grow awareness among Georgetown’s citizens, leaders, media, and local tourism
stakeholders about the economic impact of tourism in Georgetown and the work
of the CVB/Tourism Office.
ACTION PLAN
Create and distribute to stakeholders, City leadership, citizens, and local media a
regular e-newsletter that includes information and graphics on CVB activities, sales
programs, economic impact information, stakeholder news, new product, special
events, relevant information from regional/state tourism entities, feature stories,
letter from Tourism Director, etc.
Best Practices Example: Beaumont, TX CVB Industry/Local E-Newsletter
26 Page 62 of 75
OBJECTIVE Involve and encourage dialogue with local stakeholders.
ACTION PLAN
Plan and conduct quarterly Georgetown Tourism “Connect” Meetings.
These meetings could potentially be combined with planned hotel/lodging
meetings. Utilize “Connect” meetings to discuss/communicate Georgetown CVB
and City of Georgetown activities/programs; receive input from stakeholders;
provide a forum for the exchange of information between Georgetown tourism
stakeholders, organizations and event planners; and build cohesive support for
the CVB and the development and promotion of tourism.
OBJECTIVE “Get the word out” about tourism and the CVB to local citizens and groups.
ACTION PLAN
Develop a list of possible Georgetown Tourism/CVB speaking topics
(Impact/Importance of Tourism in Georgetown, Economic Impact of Tourism
in Georgetown, The Work/Programs of the CVB, The Tourism Strategic Plan,
New Tourism Developments in Georgetown, etc.)
Develop a “CVB/Tourism Speakers Bureau” made up of speakers from the leadership
of the City, CVB Advisory Board and staff members, and interested stakeholders.
Contact local business, civic, social, and educational groups (which are often searching
for meeting/luncheon/event speakers); speak/present as often and to as many groups
as possible.
OBJECTIVE Utilize the annual National Travel & Tourism Week (NTTW) as a promotional
vehicle to inform Georgetown citizens about the impact of tourism in the city and the
work of the CVB.
ACTION PLAN
Use the U.S. Travel website ( www.ustravel.org ) to determine the dates for NTTW
(Georgetown’s observance of Travel & Tourism Week may have to be adjusted to
another date as NTTW often falls very close to the annual Red Poppy Festival).
Plan and conduct Georgetown’s Travel and Tourism week activities and
promotions such as media events; visitor recognition/visitor events;
government events; travel and hospitality employee events, etc.
Utilize and customize activities detailed in the free toolkit available at
www.ustravel.org/toolkit/national-travel-and-tourism-week
27 Page 63 of 75
STRATEGY 6: STAFFING
Staff the CVB in a manner that allows it to effectively and efficiently accomplish its program of work.
The Georgetown CVB is well-managed, staffed with talented professionals, and does a very good job
of accomplishing its mission.
The goals, strategies, and action plans outlined in these recommendations are numerous and form
an aggressive and wide-ranging program of work. Even with phased implementation, they will add
a substantial amount to the current staff’s responsibilities and scope of work.
GOAL 6.1 Add staff as expanded program demands and budget allows.
OBJECTIVE As the program of work is implemented and revenues grow due to
increased tourism to Georgetown, add appropriate specialized staff over time.
ACTION PLAN
With the guidance of the CVB Manager, determine the need for and develop
new job responsibilities as needed.
Due to the time demands of maintaining and updating the CVB website,
as well as the addition of recommended functionality, the CVB should
investigate the possibility of contracting with an outside vendor for
the ongoing development and management of the website.
The CVB is heavily involved in special event/festival production
(in particular the Red Poppy Festival) which is extremely time-consuming
for staff. Consideration should be given to adding an Event Coordinator
position to the CVB staff. The addition of this position would free other
staff members to perform their primary duties of promoting and marketing
the destination and serving visitors.
As the emphasis on and scope of responsibility increases in the area
of sales, consideration may need to be given to adding sales assistance
and/or meeting services staff.
28 Page 64 of 75
Page 65 of 75
City of Georgetown, Texas
City Council Workshop
O ctober 8, 2019
S UBJEC T:
P resentation and discussion regarding the Energy Ri sk Management P ol i cy -- Daniel Bethapudi, General Manager of
the Electric Utility
I T EM S UMMARY:
The Georgetown Utility System Energy Risk Management P olicy is established in the City of Georgetown’s Code of
Ordinance in Chapter 13.38. The policy includes authority to participate in the E R C O T Congestion Revenue Rights
(C R R) market, management of risk exposure, and maintenance of records.
The third party management assessment conducted by Schneider Engineering and reported to the City Council on May
14, 2019 provided a series of recommendations to address current financial issues within the electric utility. One of the
recommendations includes developing a more comprehensive energy risk management policy.
The workshop presentation will provide an outline of an updated energy risk management policy and seek City Council
feedback on various elements of the policy.
F I NANC I AL I MPAC T:
This is a Workshop Discussion.
S UBMI T T ED BY:
Shirley Rinn on behalf of David Morgan, City Manager
AT TAC HMENT S :
Description
C hapter 13.18 R is k Mgt P olicy from C ode of O rdinanc es
R isk Management S truc ture P resentation
Page 66 of 75
City of Georgetown Code of Ordinances
Chapter 13.38 Risk Management Policy
Page 1 of 2
CITY OF GEORGETOWN
CODE OF ORDINANCES
CHAPTER 13.38 RISK MANAGEMENT POLICY
CHAPTER 13.38. - RISK MANAGEMENT POLICY
Sec. 13.38.010. - Authority for staff participation in the ERCOT CRR Market.
Georgetown Utility Systems has the authority to participate in any Electric Reliability Council of Texas's
(ERCOT) Congestion Revenue Rights (CRR) auction in accordance with ERCOT protocols and the City's policies to
cover any congestion risks associated with delivery of energy associated with any wholesale power agreements the
City has in place.
A. The General Manager of Utilities shall be responsible for Market participation and may delegate this
authority to any appropriate staff member as necessary.
1. Any representative of the City participating or evaluating the City's participation in the CRR auction
must be able to demonstrate reasonable knowledge of CRRs and the auction process.
B. The Georgetown City Council, Georgetown Utility Systems Advisory Board, the individual Advisory Board
Members, and individual Council Members are prohibited from trading or purchasing CRRs.
(Ord. No. 2013-20, § 3(Exh. A))
Sec. 13.38.020. - Management of risk exposure.
A. The Georgetown City Council shall oversee all risk undertaken by Georgetown Utility Systems (GUS).
B. The General Manager of Utilities must report to the City Council the following GUS related transactions:
1. Any participation in the ERCOT CRR auction;
2. Any wholesale power agreements;
3. Any gas futures contracts; or
4. Any other transactions that expose the City to significant risk.
C. The City Council shall be notified of any risk exposure in the initial report referenced in Subsection B. and shall
be informed of the level of exposure to the risk as additional information becomes available.
D. The General Manager of Utilities shall issue a report on the status of participation in the CRR auction to the
City Council at the City Council meeting immediately prior to the next month's CRR auction.
1. The report shall include:
a. Maximum exposure in upcoming auctions, including CRRs intended to be purchased and the bid
price that the City will be submitting for each CRR block.
b. Performance of the previous month's CRRs against not participating in the market.
i. Performance includes total monies spent on CRR purchases and total monies earned on CRR
revenue.
c. Total exposure to congestion in the current month.
2. In the first meeting following the end of the fiscal year, the General Manager of Utilities shall report to
the City Council:
a. Overall performance of the past year's CRRs.
b. The valuation or mark to market of the previous and forthcoming year's risk positions.
Page 67 of 75
City of Georgetown Code of Ordinances
Chapter 13.38 Risk Management Policy
Page 2 of 2
E. Should the City Council find that GUS is acting in manner contrary to the risk profile that the City Council had
previously established, the City Council may:
1. Order GUS to cease the offending risk exposing activities.
2. Issue guidelines for the risk exposing activities to follow.
3. Allow GUS to continue acting as it had previously.
(Ord. No. 2013-20, § 3(Exh. A))
Sec. 13.38.030. - Maintenance of records.
The City shall maintain records of all monetary transactions and transfers related to participation in the CRR
market and of all bid prices and amounts placed in the CRR auction for a minimum of five years or in accordance
with the City's records retention policy, whichever is longer.
(Ord. No. 2013-20, § 3(Exh. A))
Page 68 of 75
Prepared for: City of Georgetown |Prepared by:Schneider Engineering, Ltd. |October 8, 2019
RISK MANAGEMENT POLICY STRUCTURE AND
OVERVIEW
OCTOBER 8, 2019
Page 69 of 75
Risk Management Policy |Slide 2
BACKGROUND
Current policy implemented and approved in 2013
Developed to comply with ERCOT credit standards
Core components:
•Identifies City Council as primary body overseeing all risk
•Identifies General Manager of Utilities as primary daily risk manager
•Identifies reporting requirements by the GM to the City Council
Purchase/Execution of wholesale power and natural gas hedges
CRR portfolio
•Positions
•Risk exposure
•Performance
Page 70 of 75
Risk Management Policy |Slide 3
OVERVIEW
Why –To manage all areas of significant risk to the GUS portfolio
What –Defines risk and how it applies to the GUS portfolio
Who –Identifies which party is responsible for risk oversight and in what
way
When –Evaluates long and short-term risks and portfolio valuation and
manages how those risks ought to be managed
How –Policy should exist as a broad construct within the ordinances and
more detailed strategy in a confidential internal document
Page 71 of 75
Risk Management Policy |Slide 4
POLICY STRUCTURE
General
Policy and
Oversight
Proposed Body Council
GUS Board
Roles and Responsibilities General fiscal review
Broad policy direction
In-depth
Oversight
and Review
Proposed Body Utility Finance Committee
New group comprised of City Managers, GM of Utilities, and Finance Director
Roles and Responsibilities Weekly review of activities
In-depth fiscal review
Policy management and implementation
Daily
Management Proposed Body GM of Utilities and Staff
Energy Manager/QSE
3rd party consultants
Roles and Responsibilities Daily management of portfolio in line with policies and directives established by
oversight bodies
Take towards long term price stabilization of the portfolio
Page 72 of 75
Risk Management Policy |Slide 5
POLICY SECTIONS
Focuses on the long/short positions within the portfolioEnergy Management
•Definition(s)
•Governance
•Method(s) of Measurement
•Proscribed Actions
Focuses on financial positions relating to congestion managementBasis Management
•Definition(s)
•Governance
•Method(s) of Measurement
•Proscribed Actions
Focuses on fuel hedges relating to heat-rate based power contractsNatural Gas Management
•Definition(s)
•Governance
•Method(s) of Measurement
•Proscribed Actions
Page 73 of 75
Risk Management Policy |Slide 6
NEXT STEPS
Tonight –Feedback and direction regarding structure and sections
October –GUS staff and SE coordinate to develop new ordinance
November 12 –First reading of risk management ordinance
October/November –GUS staff and SE coordinate to develop internal
risk management policy
Page 74 of 75
1509 Emerald Parkway, Ste. 103
College Station, TX 77845 +1 830 249 3887 rcripe@se-texas.com
jhurst@se-texas.com www.se-texas.com
QUESTIONS
Page 75 of 75