2006-03-21
OFFICIAL RECORD
CITY OF SOUTHLAKE
REGULAR CITY COUNCIL MEETING MINUTES: MARCH 21. 2006
LOCATION:
1400 Main Street, Southlake, Texas
Council Chambers in Town Hall
CITY COUNCIL PRESENT: Mayor Andy Wambsganss, Mayor Pro Tern Keith Shankland,
Deputy Mayor Pro Tern Carolyn Morris; and Councilmembers Laura K. Hill, Gregory Jones,
Virginia M. Muzyka, and John Terrell.
CITY COUNCIL ABSENT: None.
STAFF PRESENT: City Manager Shana Yelverton, Assistant City Manager Jim Blagg,
Assistant to the City Manager Ben Thatcher, Office Manager/PIO Kim Bush, Audio Visual
System Technician Pam Jordan, Information Systems Technician Sam Cobb, Library
Administrator Kerry McGeath, Director of Community Services Steve Polasek, Director of
Economic Development Greg Last, Director of Finance Sharen Jackson, Chief Planner Dennis
Killough, Director of Public Safety Rick Smith~ Chief of Fire Services Robert Finn, Chief of
Police Services Wade Goolsby, Director of Public Works Bob Price, Deputy Director of Public
Works Charlie Thomas, Public Works Operations Manager Chuck Kendrick, City Attorney
Betsy Elam, and City Secretary Lori Farwell.
WORK SESSION: The work session was called to order by Mayor Wambsganss at 5:16 p.m.
City Council reviewed the agenda items with city staff and applicants. The following items were
added to the consent agenda: 7C and 8A to table at the applicant's request to the April 4, 2006,
City Council meeting; and lOA. The work session ended at 5:48 p.m.
REGULAR SESSION:
Agenda Item No.1. Call to order. The regular seSSIOn was called to order by Mayor
Wambsganss at 5:48 p.m.
Agenda Item No. 2A. Executive Session. Mayor Wambsganss announced City Council would be
going into Executive Session pursuant to the Texas Government Code, Section 551.071,
consultation with city attorney; Section 551.072, deliberation regarding real property; and
Section 551.087, deliberation regarding economic development negotiations. City Council
adjourned for Executive Session at 5:48 p.m. Executive Session began at 6:15 p.m. and ended at
6:44 p.m.
Agenda Item No. 2B. Reconvene. Mayor Wambsganss reconvened the regular meeting at 6:52
p.m. Mayor Wambsganss asked if any motion was necessary from Executive Session. No action
was necessary.
REGULAR CITY COUNCIL MEETING MINUTES, MARCH 21, 2006
Page 1 017
Agenda Item No.3. Invocation. The invocation was given by David Whitington from Christ Our
King Church. Mayor Wambsganss led the audience in the pledge of allegiance.
Agenda Item No. 4A. Mayor's Report. Mayor Wambsganss announced upcoming meetings and
events. Deputy Mayor Pro Tern Morris announced the grand opening of a new resale shop, A
Touch of Grace, on March 24, 2006, in Grapevine, which benefits the GRACE charity.
Agenda Item No. 4B. City Manager's Report. City Manager Yelverton recognized Deputy
Director Thomas who announced his retirement as of March 31, 2006. She thanked him for his
outstanding service of almost eight years.
Agenda Item No. 4C. Leadership Southlake branding presentation. Leadership Southlake
members Tommy Pennington, Ed Richmond, and Joe Herzog presented information on city
branding to Council.
Agenda Item No. 4D. Financial Report. A written report was given to Council.
Agenda Item No. 4E. Local Business Report. Director Last introduced David Allah, General
Manager of McAlister' s Deli, who introduced his business to Council.
CONSENT AGENDA: Consent agenda items are considered to be routine by the City Council
and are enacted with one motion.
Agenda Item No. SA. Approve the minutes for the March 7, 2006, regular City Council meeting.
A presentation was not made on this item.
Agenda Item No. SB. Consider award of bid to TruGreen LandCare for landscape maintenance
of medians and city facilities in the amount of $3S,6l9. A presentation was not made on this
item.
Agenda Item No. SC. Authorize the purchase of a tractor from Saginaw Implement Co., in the
amount of $2S,934 through the Buy Board cooperative purchasing contract. A presentation was
not made on this item.
Agenda Item No. SD. Consider an amendment to the professional services agreement with
Schrickel. Rollins and Associates, Inc. for conceptual planning and schematic design of
Bicentennial Park. Director Polasek presented this item to Council during the work session.
Agenda Item No. SE. Authorize the Mayor to execute a Residential Developer's Agreement for
WestWyck Hills, a 40-lot addition, located on Randol Mill Avenue north and west of Cross
Timber Hills. A presentation was not made on this item.
Agenda Item No. SF. Ordinance No. 7l7-E, 1st Reading, amend Ordinances 717, 7l7-B, 7l7-C,
7l7-D, 781 and Chapter 18, Sec. 18-79 of the Southlake Code of Ordinances, designating the
speed limit within the Southlake Woods subdivision as 2S miles per hour. A presentation was not
made on this item.
REGULAR CITY COUNCIL MEETING MINUTES, MARCH 21, 2006
Page 2 of7
Agenda Item No. 5G. Ordinance No. 480-HHH, 1st Reading. An amendment to the
Comprehensive Zoning Ordinance No. 480. as amended. as it pertains to Planned Unit
Development districts and plan requirements with certain zoning districts. A presentation was
not made on this item.
Agenda Item No. 5H. Ordinance No. 480-483. 1st Reading (ZA06-008). Zoning Change and
Concept Plan for Patterson's Pond. Phase II being Tracts 5A3A and 5A3A1. Samuel Freeman
Survey. Abstract No. 525. located at 701 North Kimball Avenue. Current Zoning: AG
Agricultural District. Requested Zoning: SF-20A Single Family Residential District. SPIN
Neighborhood #6. Chief Planner Killough presented this item to Council during the work
session. Council approved this item subject to the recommendations of the Planning and Zoning
Commission and subject to Concept Plan Review Summary No.2, dated February 17,2006.
Agenda Item No. 51. Resolution No. 06-015. Authorize the execution of the Gas Standing
Steering Committee participation agreement. A presentation was not made on this item. In
accordance with Section 4.21 of the City Charter, the caption for this item is listed as follows:
A RESOLUTION AUTHORIZING THE EXECUTION OF THE GAS STANDING STEERING
P ARTICIP A TION AGREEMENT.
Agenda Item No. 5J. Ordinance No. 480-480. 2nd Reading (ZA05-068). Zoning Change and
Concept Plan for Southlake Crossroads (f.k.a. Carroll Crossroads) on property described as being
a portion of Tract 4G. O. W. Knight Survey. Abstract No. 899: located at the southwest comer of
East Southlake Boulevard and South Carroll Avenue. Current Zoning: AG Agricultural District.
Requested Zoning: S-P-2 Generalized Site Plan District. SPIN Neighborhood #ge. The applicant
requested to table this item to the June 6, 2006, City Council meeting.
Agenda Item No. 5K. ZA05-173. Preliminary Plat for Tracts 4G. 4D1. and 4E1. O.W. Knight
Survey. Abstract No. 899. The property is approximately 19.3 acres located approximately 340
feet west of the southwest comer of South Carroll Avenue and East Southlake Boulevard.
Current Zoning: AG Agricultural District. Proposed Zoning: S-P-2 Generalized Site Plan
District. SPIN Neighborhood # ge. The applicant requested to table this item to the June 6, 2006,
City Council meeting.
Agenda Item No. 7C. ZA05-146. Site Plan for Bicentennial Plaza located at 410 West Southlake
Boulevard. Current Zoning: C-2 Local Retail Commercial District. SPIN Neighborhood #10.
The applicant requested to table this item to the April 4, 2006, City Council meeting.
Agenda Item No. 8A.Ordinance No. 480-481. 1st Reading (ZA05-146). Zoning Change and Site
Plan for Bicentennial Plaza located at 41 0 West Southlake Boulevard. Current Zoning: C-2 Local
Retail Commercial District. Requested Zoning: S-P-1 Detailed Site Plan District. SPIN
Neighborhood #10. The applicant requested to table this item to the April 4, 2006, City Council
meeting.
REGULAR CITY COUNCIL MEETING MINUTES, MARCH 21, 2006
Page 3 of7
Agenda Item No.10A.Consider SP06-133, Variance to Sign Ordinance No. 704-B for Ella Bella
located at 2001 West Southlake Boulevard, Suite 135. Chief Planner Killough presented this
item to Council during the work session. Applicant and owner of Ella Bella, Chris Zober, made a
presentation and answered Council's questions. Council approved this item as represented in the
applicant's handout this evening.
Motion was made to approve consent agenda items 5A; 5B; 5C; 5D; 5E; 5F; 5G; 5H subject to
the recommendations of the Planning and Zoning Commission and subject to Concept Plan
Review Summary No.2, dated February 17, 2006; 51; 5J; 5K; 7C and 8A to table at the
applicant's request to the April 4, 2006, City Council meeting; and lOA as represented in the
applicant's handout this evening.
Motion: Muzyka
Second: Jones
Ayes: Hill, Jones, Morris, Muzyka, Shankland, Terrell, Wambsganss
Nays: None
Approved: 7-0
REGULAR AGENDA:
Agenda Item No.6. Public Forum. Karin Newell, 2819 R.D. Hurt Parkway, Bedford, Texas,
represented the ARTSNET Partnership and thanked Council for their support of the program.
Agenda Item No.7 A. Ordinance No. 893, 2nd Reading, Establishing an additional penalty on Ad
Valorem personal property taxes which remain delinquent for more than 60 days after February 1
of any year. Director Jackson presented this item to Council. In accordance with Section 4.21 of
the City Charter, the caption for this item is listed as follows:
AN ORDINANCE OF THE CITY OF SOUTHLAKE ESTABLISHING AN ADDITIONAL
PENALTY ON AD V ALOREM PERSONAL PROPERTY TAXES WHICH REMAIN
DELINQUENT FOR MORE THAN 60 DAYS AFTER FEBRUARY 1 OF ANY YEAR AND
ESTABLISHING SUCH PENAL TY AND DATE OF IMPOSITION ON OTHER
DELINQUENT AD VALOREM TAXES; PROVIDING A REPEALER CLAUSE;
PROVIDING FOR PUBLICATION IN THE OFFICIAL NEWSPAPER; AND PROVIDING
AN EFFECTIVE DATE.
No one spoke during the public hearing.
Deputy Mayor Pro Tern Morris stepped out of the room.
Motion was made to approve Ordinance No. 893, 2nd Reading, Establishing an additional penalty
on Ad Valorem personal property taxes which remain delinquent for more than 60 days after
February 1 of any year.
Motion: Jones
Second: Terrell
Ayes: Hill, Jones, Muzyka, Shankland, Terrell, Wambsganss
Nays: None
REGULAR CITY COUNCIL MEETING MINUTES, MARCH 21, 2006
Page 40f7
Approved: 6-0
Deputy Mayor Pro Tern Morris re-entered the room.
Agenda Item No. 7B. Authorize the Mayor to enter into an amended contract with Taylor. Olson.
Adkins. Sralla & Elam. L.L.P.. for the collection of delinquent taxes. A presentation was not
made on this item.
Motion was made to authorize the Mayor to enter into an amended contract with Taylor, Olson,
Adkins, Sralla & Elam, L.L.P., for the collection of delinquent taxes.
Motion: Jones
Second: Terrell
Ayes: Hill, Jones, Muzyka, Shankland, Terrell, Wambsganss
Nays: None
Approved: 6-0
Agenda Item No. 8B. Ordinance No. 480-482. 1st Reading (ZA05-169). Zoning Change and
Development Plan for Johnson Place. located at 2440 Johnson Road and 430 Randol Mill
Avenue. Current Zoning: AG Agricultural District and SF-IA Single Family Residential District.
Requested Zoning: R-PUD Residential Planned Unit Development District. SPIN Neighborhood
# 15. Chief Planner Killough presented this item to Council. Applicant Curtis Young with the
Sage Group, representing Mady Development, made a presentation and answered Council's
questions. Council discussed this item and gave feedback to the applicant on areas of concern.
The applicant asked to table this item to the next City Council meeting.
Motion was made to table Ordinance No. 480-482, 1 st Reading (ZA05-169), Zoning Change and
Development Plan for Johnson Place, located at 2440 Johnson Road and 430 Randol Mill
Avenue to the April 4, 2006, City Council meeting.
Motion: Jones
Second: Terrell
Ayes: Hill, Jones, Morris, Muzyka, Shankland, Terrell, Wambsganss
Nays: None
Approved: 7-0
Mayor Wambsganss called for a break at 9:49 p.m.
Mayor Wambsganss reconvened the meeting at 10:07 p.m.
Mayor Wambsganss allowed Joanna Hookstratten, of 2320, 2340 and 2360 Johnson Road,
Southlake, Texas, to speak on item 8B. Ms. Hookstratten spoke in opposition.
Agenda Item No. 8C. Ordinance No. 480-484. 1st Reading (ZA05-164). Zoning Change for a
portion of Lot 1. Block 1. Arnold Estates. located at 520 West Highland Street. Current Zoning:
RE Single Family Residential Estate District. Requested Zoning: SF-IA Single Family
Residential District. SPIN Neighborhood #11. Chief Planner Killough presented this item to
Council. Applicant Jay Wasserman, 520 West Highland Street, Southlake, Texas, made a
presentation and answered Council's questions.
REGULAR CITY COUNCIL MEETING MINUTES, MARCH 21, 2006
Page 5 017
Adjacent land owner Robert Gray, 1275 Shady Oaks Drive, Southlake, Texas, answered
Council's questions.
Mayor Wambsganss allowed the audience to speak.
Kimberly Bulls, 1501 Coventry Lane, Southlake, Texas spoke in support of this item.
Mayor Wambsganss read the comments of people who did not wish to speak into the record:
Tim Raley, 440 West Highland Street, Southlake, Texas, opposed;
Hobert and Terri Brown, 1612 Regal Oaks, Southlake, Texas, support;
Njila Gamnje-Gordon, 1800 Leeds Drive, Southlake, Texas, support;
Josh and Dana Lewin, 915 Turnberry Lane, Southlake, Texas, support;
Ted Christensen, 1994 North Peytonville Avenue, Southlake, Texas, support;
Robin Bryant, 1605 Pheasant Lane, Southlake, Texas, support;
Jody Gooch, 705 Kleberg Court, Southlake, Texas, support;
Susan and Anthony Davis, 709 Manchester Court, Southlake, Texas, support;
Terry Walter, 907 Westminster Way, Southlake, Texas, support;
Dana Sternfeld, 402 Bayou Vista Court, Southlake, Texas, support;
Ken and Kelly Partyka, 1501 New Castle Road, Southlake, Texas, support;
Carolyn Freudenthal, 565 Truelove Trail, Southlake, Texas, support;
Catherine Coker, 2510 Greenbough Lane, Southlake, Texas, support;
Maureen and Chris Cramer, 1505 New Castle Road, Southlake, Texas, support;
Lori Pickle, 921 Parkview Lane, Southlake, Texas, support;
James R. Bulls, Box 93145, Southlake, Texas, support;
Russell D. Floyd, 1609 Regal Oaks Drive, support; and,
Kristy Floyd, 1609 Regal Oaks Drive, support.
Council discussed this request and asked questions of the applicant and of the city staff.
For the record, Councilmember Terrell stated his reason for the considering the replat (not the
subdivision into two lots) of this property is that the back part of the property is being added to
an adjoining lot, and they will end up with same acreage in two lots as they had previously
before the illegal subdivision. He added, however, he would need more information to allow the
further division into two lots such as how they will handle the trees and the easement.
Mr. Wasserman asked to table this request to work with city staff to find the proper resolution.
Motion was made to table Ordinance No. 480-484, 151 Reading (ZA05-l64), Zoning Change for
a portion of Lot 1, Block 1, Arnold Estates to the April 4, 2006, City Council meeting.
Motion: Terrell
Second: Shankland
Chief Planner Killough suggested another option would be to remand this case to the Planning
and Zoning Commission for consideration. The first motion was withdrawn and a second motion
REGULAR CITY COUNCIL MEETING MINUTES, MARCH 21, 2006
Page 60f7
was made. Councilmember Terrell withdrew his motion and Mayor Pro Tern Shankland
withdrew his second.
Motion was made to remand Ordinance No. 480-484, 1st Reading (ZA05-l64), Zoning Change
for a portion of Lot 1, Block 1, Arnold Estates, to the Planning and Zoning Commission for
consideration.
Motion:
Second:
Ayes:
Nays:
Approved:
Shankland
Jones
Hill, Jones, Morris, Muzyka, Shankland, Terrell, Wambsganss
None
7-0
Agenda Item No. llA. House Bill 914 - conflict disclosure statements. City Manager Yelverton
presented this item to Council during the work session. Since this was only a discussion item, no
action was taken. Council agreed, however, that the requirements of the bill should apply to all
city employees rather than only board and commission members and specific employees. City
Manager Yelverton stated the new requirements would be incorporated into the ethics ordinance.
Agenda Item No. 12. Meeting adjourned. Mayor Wambsganss adjourned the meeting at 11 :42
p.m.
*An audio recording of this meeting will be permanently retained in the City Secretary's
Office.
~~
Andy Wambsganss
Mayor
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REGULAR CITY COUNCIL MEETING MINUTES, MARCH 21, 2006
Page 70f7
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Leadership Southlake Branding Team
Andrea Becicka Sandy Boyd Kevin Hendricks Joe Herzog Marilyn Martin
Keny McGeath Tommy Pennington Ed Richmond Shelley Shiffleit
V7
1. Branding the City of Southlake
What is branding?
The concept of branding suggests that something is made more valuable and has more
equity than an alternative because it is attached to a recognizable name and a promise of
authenticity.
A true brand fulfills the real or perceived needs of customers. It isn't just a look but a
personality that triggers a response within the minds of customers and other stakeholders.
The purpose of branding a city like Southlake is to influence consumer perception that will
deliver a sustainable competitive advantage and memorable experience vs. other cities.
Branding is an image, something that exists in people's minds. Additionally, it is extremely
important that the city brand delivers the experience that is communicated and that the
brand is consistent and cohesive amongst all levels of the city and residents.
Some examples of branding:
• Creation of logo (with graphics/visual symbols specific to added value
characteristics) -the golden arches (McDonald's)
• Tag lines (linked to functionality and added values distinction)-"Just Do It!" (Nike)
• Nick names (ex. Paris is "the City of Lights")
• Emotional branding (e.g. "I If NY")
• Branding cities through corporate sponsorships-partnering with corporate
sponsors for a long term relationship (these are highly controversial)
What to consider in City Branding?
Brand personalities start with customers. To be successful in branding the city of Southlake
we must listen closely wants and needs of residents, employees, and visitors. A brand
personality is embodied in a city; therefore, it is important to ask all individuals, classes and
stakeholders for their feedback and input during the creation phase of a city brand.
Things necessary for successful branding of a city
For creating a strong brand, a city must have and/or identify functionalityand added
value specific to that city. The best way to differentiate functionality is to offer superior
products such as employment, industry, housing, public transportation, and recreational
attractions. In contrast, added value can be many things-mostly non-functional and
emotional. Added value attributes are not as quantifiable as functional ones. For Southlake
to have loyalty from residents, consumers, etc., there must be added value or perceived
added value which will contribute to the long-term success of the brand and image.
Examples of added value would be:
• People's experience of the city
• Perception% How the population is perceived
• Belief in the City: Does it stand for something?
• Appearance: What does the city look like?
• Integration: Cities that promote and support cultural diversity, tolerance
and alternative lifestyles historically attract a more progressive work force
that help advance culture, arts, science, and technology
Benefits of branding
• Quality of life for residents, visitors, workers
• Economic viability
• Attracting the most qualified people
• Attracting the most desirable businesses
• Identity: giving Southlake constituents something with which they can align and
associate
Summary: Branding the City of Southlake
To help Southlake thrive, we must create a perception of a place where people will want to
live, work, and visit-a true place of interest. Southlake must focus on what their perceived
brand is in regard to the outside world. This should be accomplished by surveying
constituents to clearly determine Southlake's functionalities and added value. The Southlake
brand must be credible, deliverable, and reinforced as truthful to be successful.
II. Execution of a Branding Plan
Establishment
It will be discussed throughout our report the need for certain things to occur to allow for
an effective brand implementation and sustaining effort. The Branding effort will require
buy in and coordination in its development from the top levels of City management and the
City Council. It has to be an overall effort with complete city involvement from the political
to administrative realms of the city government. The City is the owner of the brand and has
a responsibility for its upkeep after the initial investment for its development has been made.
Resources will have to be devoted to creating a brand manager or officer for the City to
make sure the brand is being applied as it should. The brand manager would need to be
responsible for developing and maintaining standards for the effective utilization of the
brand, including logo and or any tag line usage - making sure that the proper color
combinations and other format issues are kept consistent. The following is from the St. Paul
Minnesota identity guidelines: "When used properly, the city's brand communicates a
consistent positive message that will not only be recognized, but also gain valuable equity
over the life of its use.... It is important to apply it consistently across all print, video and
electronic executions". Brand manager would therefore be focused on consistent application
of the brand.
Our presentation discusses how the process of developing a successful brand in
Georgetown, Texas occurred. You can read the details in that section. It is important to note
that in establishing the process to create the brand they developed an advisory board, which
identified a revenue stream for the funding source of brand development and
implementation. After buy-in from the City Council a visionary taskforce was then formed
from a diverse group of stakeholders in the city followed by much more widespread
community involvement with the taskforce and a professional facilitator.
Protecting the brand
There are many ways to protect a city brand, the most important aspect being a Brand
Manager, as discussed earlier. Having a champion for the brand inside or closely related to
the city will allow additional protection-copyrights, campaigns, guidelines-to fall into
place with ease.
Applying all of the above elements is putting your best foot forward-launching the brand.
Now that the city invested time and money to this point, you want to keep that investment
intact and active.
The brand champion, or brand officer, for the city ultimately is responsible for ensuring the
internal and external control of the brand, and control is kept on or moving toward the city's
brand strategy. Rallying around this brand manager will allow protection of the brand to be
fully realized throughout the city. Rallying around will also mean an on-going budget to
ensure the activities of the brand strategy continue without fail. The city spent money to get
the brand executed initially, but that doesn't mean the job is complete.
The brand manager will have a committee in place to assist with the "policing" of the
strategy. This is why it is imperative that the champion is a senior city official or executive
with credibility and experience for the vision of the brand, and keeping the strategy in action.
As mentioned, protection of the brand will also include guidelines, campaign updates, and
possibly copyrights. Licensing the brand to the appropriate areas of the city through
advertising, marketing, PR and events will be important to manage and keep inline with the
overall strategy. Allowing different city teams and divisions to do what they please with the
brand will only break apart the initial investment the city spent, leaving the brand strategy
useless. Whether a logo or tagline is used on police cars, school buses or light poles, it must
be completed with the strategy in mind.
To make this easy, the brand manager will initiate guidelines for all uses of the brand, logos,
etc. In example with the city logo, this will be very specific determinations in uses of main
logo, logo colors, supporting colors (colors used behind, or in conjunction with, the main
logo), area or "white space" around the logo, minimum size a logo can be used, typography
or fonts, and tagline usage in conjunction with the logo.
Even though this may seem too specific, remember that not giving these guidelines will
allow for a complete loss of the brand strategy. Completing one guideline for uses of logos,
for example, is a one-time document giving authority to different departments to use the
logo as needed under guidelines; therefore reducing the amount of time down the road
needed to decide on how to use the logo for the police department vs. the fire department.
Without the guideline, the police and fire vehicles could be completely different, as discussed
earlier.
Remember that producing these guidelines will be one of the duties from the external
marketing firm used to initiate the strategy. This is a standard procedure for branding
execution and management. They will assist the city official and brand manager is getting
the document produced with specific and actionable items.
Giving the brand manager the power upfront to produce brand strategy guidelines will allow
for little discussion weeks, months and years down the road in brand usage.
III. Economic Benefits
Municipal Policy and External Relations
Although seldom considered as defining elements of a city branding strategy, the policies
and relations of a city government have a profound effect on its relationship with local and
external communities and decision makers. A good relationship with local business and
institutions, local media, neighboring cities and towns, and other organizations is essential
for a city brand to achieve its full potential. Not only is a city dependent upon the willingness
of other authorities to allow the implementation of its policies, it also often relies on such
bodies to promote its policies, assign it events, provide funding for certain programs, and
expand its city limits.
Private Sector and Institutions
Cities are often renowned for their successful businesses and products. The links between a
city and particular companies can become strong and mutually beneficial, such as BMW and
Munich or Coca-Cola and Atlanta. In some cases, the city and the business brand converge
to strengthen each other, such as DKNY or L'Oreal de Paris. Such successful local
companies help a city attract visitors and investors, provide a source of income and pride for
its people, and aid the development of local entrepreneurs.
Tourism, Conventions and Events
This is often the most actively and widely expressed element of any city brand. Attracting
private, professional and celebrated visitors, as well as sporting and cultural events to a city,
is very important for the local economy. It is a prime way of turning positive perceptions of
a city into direct economic benefits for its population, its businesses and its attractions. This
is usually achieved by making good use of the other city branding attributes, such as the
city's architecture and skyline, its landmarks, its welcoming population, its famous residents -
such as sportspeople and artists - and its exciting nightlife and entertainment.
Investment and Settlement
A clear and compelling city brand will help attract external investment, talent, and the kinds
of immigrants it needs. It is clear that companies and professionals will be drawn to a city by
many factors, including quality of life, the reputation of the business community, its
reputation for creativity and innovation, the scale of entrepreneurial opportunities, an
educated population with the skills that businesses require recreational facilities, the quality
of its infrastructure, and an attractive environment. Once such inward investment and
migration gain a certain momentum, the city and its inhabitants derive increasing social,
economic, education and cultural benefits from them.
Culture, Heritage and Landmarks
All cities have a history. All cities have a tale to tell about their foundation and about
subsequent developments, famous citizens and artists, and defining moments. Often such
matters are symbolized by a city's landmarks, such as the architecture of its buildings,
theatres, stadiums and museums, its public spaces, its urban morphology, its monuments,
and its natural features.
These manifestations can act as a strong enticement to visitors, investors, institutions,
foreign dignitaries, artists, and so on. They can also have a significant influence on foreign
consumers' perceptions of the brands that originate from the city. The city's heritage will also
play a role in its dealings with national, provincial and other municipal authorities. A positive
heritage within the national context will tend to influence national and regional governments
to view the city's policies and requests in a positive light. In a similar way, a valued heritage
can be a powerful force in retaining the people, businesses and institutions which give the
city its character.
People
The people of a city are its most valuable asset. Deserted cities have only archaeological and
curiosity value, while dynamic and vibrant cities retain imaginative people who make full use
of their creativity, and attract others to live, work, invest, visit and play there. Local
celebrities can play a significant role in this process by setting the city's cultural, sports,
business and political scene. The interaction of visitors with the local population also
reinforces changes or detracts from their previously held opinions about the city. Therefore,
it is imperative that a city's population have a certain pride in their home, and that they share
the vision that the city's governors have of its past, present and future. This can only be
achieved through an active dialogue between local authorities, involvement of the civil and
business communities and the local media to determine the shared purpose for the city and
its desired future.
IV. City Branding Case Studies
Best Practices Case Study: Georgetown, Texas
The Process took 18 Months...
Georgetown's Branding Initiative was initiated by its Main Street Advisory Board in the
Summer of 2003. After noticing a variety of differing logos and icons found within the city's
website and various publications, Georgetown recognized a need to develop a single brand
that could be effectively used by city, businesses and non-profits.
This Board was effectively able to share its branding vision with the city counsel while going
one step further and identifying that city hotel tax revenue could be used as a funding
source. The city council agreed in 2003 to fund nearly $60K for creating and rolling out the
multi-step branding initiative which began with a "Creation of a New Brand" RFP.
A visionary taskforce was created and comprised of a diverse group of prominent city
businesses owners and stakeholders. Members included a builder, a local newspaper editor,
the Mayor, a communications company President, the Chamber of Commerce President, a
Healthcare Board Member, and a University President. Interestingly, the city staff was not
the owner of the initiative; they were the cheerleaders in the background. They focused staff
efforts on a concise rollout and implementation strategy.
The next step was getting the community involved. The taskforce and a professional
facilitator worked with 85 city members in three community visioning sessions called
"Charrettes" to identify core values representative of Georgetown:
Respect Intimate Familiarity/ Familiar Community -Family
Friendly Harmonious Thinking Ahead Progressive
Gracious Informal Discriminating Finest Neighbor/ good neighbor
Small town Nostalgia Distinctive Continuity
Deep Roots Quality - of accomplishment, fulfillment, realization
These words and meanings were carefully refined by the Task force, facilitator and
the creative agency to carefully fashion the following brand statement:
"Georgetown -
A community that values the personal touch and an intimate quality of fife"
Through this creative process, the following tag line was identified:
"Sincerely Yours"
This was strongly endorsed by the task force as it magically captured the Georgetown spirit!
The final items for the Task Force were the city logo and the corresponding visual details for
color and font. The facilitator's efforts were helpful in working toward a popular,
embraceable choice.
The finished product was rolled out in January 2005. Immediately after implementation of
its branding initiative, Georgetown began reaping tangible benefits in economic
development, tourism, and citizen pride.
Exhibit 1.
-TOWN
UEO~
Further exhibits from Georgetown to follow at end ofreport.
Best Practices Case Study: Carroll ISD & the Dragon
Southlake Carroll ISD provides a strong brand through the team mascot, the Southlake
Carroll Dragon. The consistent and appropriate use of the Southlake Carroll Dragon has
brought Southlake and the Carroll ISD much recognition. The Carroll Dragon is one of the
predominant images of Southlake in the Metroplex. The Dragons are the only way many in
the state, and even the nation, know Southlake.
The Dragon has been the only mascot used in the Carroll ISD school district. The Dragon
mascot is one of the few mascots in Texas that is used universally in all schools in the
District. On October 1, 2004, The Dallas Morning News referred to Southlake as a one-
high school, one-mascot town. The Dragon logo gives Southlake residents, students, and
businesses a way to unite and feel a part of the community.
Students, parents, and residents purchase all types of dragon apparel and products to show
their dragon pride. Spirit shops in each of the school sell thousands of dollars of
merchandise each year. Many businesses, booster clubs, and organization also sell dragon
products. Companies pay to use the trademarked logo. In addition, Carroll ISD is selling
naming rights to the stadium and aquatics center. There are many opportunities to buy
advertising on signs, sponsorships, directories, etc. The Dragon actually brings in a large
amount of revenue to the district.
The dragon is a central figure in almost all school correspondence and communication and
has become known to many in and outside our community because of its consistent use in
radio, TV, and print in ads and in coverage by the media. The Dragon is a successful brand
for Carroll ISD.
Case study: Poor execution of brand strategy
We have a couple of examples of branding campaigns that fell flat for a several reasons.
Cleveland from the mid 60's to early 80's was not a shinning example of the revitalization
that was going on through much of the country. It was still an example of the rustbelt at its
worst. The City wanted desperately to develop a brand that could be a driving force to aid
development and help them rebuild their city. The project had the support of the city
government and leading stakeholders. They came up with a tag line "best location in the
country" and it failed utterly. The point being no matter how bad you want to brand your
city there has to be something distinctive and a positive perception to begin with. There also
was not much of a belief in the city of Cleveland at the time. To Cleveland's credit with a re-
development downtown around the ball park and Rock-n-Roll hall of fame they have done
much to re-invent themselves. They even have a new tag line that does fit them this time
"The New American City"
Atlanta has failed in their branding attempts at many levels, even after the distinction of
holding an Olympics several years back. In large part it is due to the disillusionment of its
citizens - their belief in the city had been shaken. After having a Mayor indicted and a
number of politicians jailed for bribery. There was also a loss of prestige with the bombing at
the Olympics and the suggestion that it was to commercialized by the International Olympic
committee. The perception had become that the city was declining despite all of its growth.
Just as with Cleveland the brand has to have some appeal or it will not take hold. Atlanta's
website does not have a tag line or consistent brand image as of the last few weeks. City
leaders have realized that this has been a disadvantage as they try and promote their city so
they are in the midst of a branding campaign right now. The tag line that I saw mentioned
was "Opportunity, optimism, openness". It could be the beginning of a branding campaign
that resonates if the citizenry connects with the message.
Resources:
Gardyn, Rebecca "Packaging cities; American Demographics". 01-01-2-2 Packaging cities
Volume 24 Number: 11SSN: 01634089 01-01-2002 p. 34
Spearritt, Peter. "Marketing Cities: Icons, Brands, and Slogans." Brisbane Institute. June 12,
2002. p. 1.
Jones, John Philip an dSlater, Jan. "What's in a Name? Advertising and the Concept of
Brands." Second Edition.
Winfield-Pfefferkorn. "The Branding of Cities." Graduate School of Syracuse University.
August 2005.
Georgetown information: http://www.georgetown.org/news/plo.logo.branding.php
Application for
Public Information
~ST1648
AGEOGETOWN
TEXAS
S
Pursuant to the Texas Public Information Act, Chapter 552 of the Texas Government Code as
amended, application is hereby made to the custodian of information for the City of
Georgetown, Texas to produce for inspection or duplication, or both, the following item(s):
Signed: Date/Time.
Printed Name:
Address: City/ST Zip:
Telephone (Home): (Work)
Received by: Date/Time:
All responses shall be provided in writing within 10 working days of the application, to the
person requesting information.
Response by: Date/Time:
Response:
Please note: An Application must be completed for each item requested.
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GEE RRE TOWN
Georgetown Area RV Parks
Lake Georgetown -
Jim Hogg Park
Cedar Breaks Park
930-LAKE
San Gabriel River RV Park
80 sites total
512-868-1401
San Gabriel Motel
Austin Ave. between rivers
11 sites total
512-819-9374
New Life RV Park
512-931-2073
CR 152
Emerald Lake RV park
254-947-1335
IH 3 5 in Jarrell
50 sites total
Cowboy Campground
512-863-6663
Berry Springs RV Park
512-864-2724
East View RV Ranch
512-931-2251
552 Eastview Drive
Keith Hutchinson/City of To Jeanie Connally/MS/City of Georgetown@City of
Georgetown Georgetown
03/15/2006 01:14 PM cc
bcc
Subject Fw: PSA's for Bridges to Growth
Forwarded by Keith Hutchinson/City of Georgetown on 03/15/2006 01:13 PM
"Jane Hazelton"
F <jhgproject@cox-internet.co To "Keith Hutchinson, Cable PSA's"
m> <khutchinson@georgetowntx.org>
03/14/2006 04:31 PM cc
Subject PSA's
Here are the PSAs for April activities at Bridges to Growth. Thank you so much for providing this valuable
public service.
Jane Hazelton, Coordinator
Bridges to Growth Resource Center
The Georgetown Project
Community Resource Center
605 E. University
Georgetown, Texas 78626
(512) 864-3008
www.georgetownproiect.com RFMedia Flyer.doc CCMediaFlyer.doc KZ-Media4d.doc
Submit to:
CITY OF GEORGETOWN Human Resources
CITY City of Georgetown
78627-0409
P.O. Application for Employment Georgetown, TBox X TX 409
esr, teas Telephone: 512-930-3639
GE O.RG ETO W N Fax: 512.930-2502
TEXAS www.georgetown.org
EQUAL OPPORTUNITY EMPLOYER: The City of Georgetown does not discriminate on
the basis of color, religion, sex, age, national' origin, disability, or veteran status.
General Information
Position applied for Date of application
Name Last First Middle
Address (Street/Route/R0. Box) City State Zip Code
Email Address Social Security Number
Telephone
Do you have a valid driver's license? ❑ Yes ❑ No Are you related by kinship or marriage to any City ❑ Yes ❑ No
of Georgetown employee or City Council member?
If yes, give name & relationship:
State Lic. # Exp. Date Type
Can you show proof of eligibility to work in this ❑ Yes ❑ No
country? Have you plead guilty (including a no contest ❑ Yes ❑ No
Are you under 18 years of age? ❑ Yes ❑ No plea), been found guilty, convicted or given
probation or deferred adjudication or prosecution
Have you been employed under any other name? If F1 Yes [I No in lieu of sentencing for any offense other than a
yes please list: minor traffic violation? If yes, explain:
Are you presently in a layoff status and subject to ❑ Yes ❑ No
II?
ndve you ever been employed by the City of
El Yes El No Date available for work:
Georgetown? Dates:
If you are employed, may we contact your present ❑ Yes ❑ No Available for: ❑ Full-time ❑ Part time
employer? ❑ Temporary ❑ Shift
Education & Training
Yes No
❑ ❑ Are you a high school graduate?
School Name City/State
Yes No
❑ ❑ Do you have a GED certificate?
City/State
College(s) Attended Location Major Type of Degree Earned
Please list any other training and education including Trade School, Business College, etc. which would further qualify you for the position.
References (Give name, address and telephone number of three persons not related or previous supervisors.)
Name Address Telephone
Employment Record
Instructions: Beginning with your most recent job, list below jobs which you have held and specifically describe duties performed. Include any job-related military service
assignments or volunteer work. You may exclude organizations which indicate race, color, religion, gender, national origin, disability or other protected status. YOU MAY
ATTACH A RESUME IF YOU WISH, BUT YOU MUST FILL OUT THIS SECTION FULLY. If you need additional space, please continue on a separate sheet of paper.
LIST NAME, ADDRESS & PHONE NUMBER OF PREVIOUS EMPLOYERS IMMEDIATE LAST SALAR"
WITH MOST RECENT EMPLOYER FIRST FROM TO SUPERVISOR (Hr., Mo., Yr.,
Job Title
Name of Employer Phone ( )
Address
Duties
Reason for Leaving
Job Title
Name of Employer Phone ( )
Address
Duties
Reason for Leaving
Job Title
Name of Employer Phone ( )
Address
Duties
Reason for Leaving
Job Title
Name of Employer Phone ( )
Address
Duties
Reason for Leaving
Special Skills/Qualifications
Add any additional special job-related skills or qualifications you may have received from your experiences (for example, licenses/certifications, foreign
language proficiency, office/computer skills.
Applicant's Statement (Please read and sign below.)
I certify that all answers given in this application are true and complete. I also understand that any offer of employment may be conditional upon the
satisfactory results of a medical evaluation, drug screening, background check and driver's license check. I authorize investigation of all statements contained
in this application for employment, as may be necessary in arriving at an employment decision and do not hold the City or any other individual involved in this
investigation liable for information obtained in this process. I also understand that false or misleading information given in my interview or this application may
result in elimination from consideration for employment or discharge at any time. I further understand that, if employed, I will abide by all policies, rules and
procedures of the City of Georgetown.
Signature Date
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March 21, 2006
To Whom It May Concern:
I frequently travel Highland Avenue. New homes on one plus acre(s)
would be a welcomed addition in my opinion.
A reclassification to SF1A would make good use of the existing land
plus bring in more taxes for the city. Two homes on 2.96 acres
instead of just 1 home will in no way compromise the look and feel of
Southlake. As far as the city's general plan, there are already
neighboring properties existing along Highland Avenue with a home
on just 1 acre.
Jay and Tina Wasserman give both time and resources liberally to
this community. They serve on athletic boards, coach sporting
events, serve on PTO Executive Boards, and help raise money for
CISD through the Digging for Dragons foundation plus too many
other areas to mention. Please promote the hometown feeling of
good neighbors helping good neighbors. These are the kind of people
we want and need in our community. Let's give back to them by
saying YES and allowing another beautiful home full of productive
citizens to live and work in our community if for nothing else but as a
reward for all they do to promote the best interests of our future, our
children.
Sincerely,
Russ Floyd
m
r ,
March 21, 2006
To Whom It May Concern:
I frequently travel Highland Avenue. New homes on one plus acre(s)
would be a welcomed addition in my opinion.
A reclassification to SF1A would make good use of the existing land
plus bring in more taxes for the city. Two homes on 2.96 acres
instead of just 1 home will in no way compromise the look and feel of
Southlake. As far as the city's general plan, there are already
neighboring properties existing along Highland Avenue with a home
on just 1 acre.
Jay and Tina Wasserman give both time and resources liberally to
this community. They serve on athletic boards, coach sporting
events, serve on PTO Executive Boards, and help raise money for
CISD through the Digging for Dragons foundation plus too many
other areas to mention. Please promote the hometown feeling of
good neighbors helping good neighbors. These are the kind of people
we want and need in our community. Let's give back to them by
saying YES and allowing another beautiful home full of productive
citizens to live and work in our community if for nothing else but as a
reward for all they do to promote the best interests of our future, our
children.
Sincerely,
4/
Kristy Floyd
I