City Councilmember (club member) Delayne Sigerman introduces Mark McDaniel, City Manager (at right - also a club member!) at last week's meeting. Mark has 30+ years of experience in municipal government management that spans seven Texas cities. Prior to moving to the Texas Hill Country, Mark served as the assistant city manager for the City of Dallas.
With Mark's background (which includes attending Harvard University's "Senior Executive in Local Government Program") in finance, organizational development, performance improvement, planning, operations management, and economic development, he has proven to be a trusted leader in his profession. Mark has served as President for the Texas City Management Association and Vice President for the International City/County Management Association (ICMA), representing the central US. He now serves on the board for the Alliance for Innovation.
Mark addressed the club concerning the city's Kerrville 2050 Comprehensive Plan.
See excerpts from Mark's (KERRVILLE 2050 - YOUR VOICE/YOUR CITY) presentation below:
PURPOSE
Plan addresses a variety of issues and requirements that will affect the community’s ability to plan for and achieve its vision for 2050.
Informs capital improvements planning.
Helps coordinate and guide the establishment of development regulations, including zoning and subdivision ordinances.
Used as a basis for the review of zoning and development applications
KERRVILLE 2050 PLAN TOPICS (CHAPTERS)
Land Use
Economic Development
Housing
Community & Neighborhood Development/Placemaking
Mobility/Transportation
Water, Wastewater & Drainage
Public Facilities & Services
Parks, Open Space & River Corridor
Downtown Revitalization
THE COMMUNITY'S PLAN
The Comprehensive Plan was derived with input from:
The Comprehensive Plan Advisory Committee (42 members).
Seven Comprehensive Plan Subcommittees (70 members).
Stakeholder Interviews (100 participants).
Six Community Events:
-State of the City address (170 attendees).
-Community Retreat (140 attendees).
-Two February Open Houses (250 attendees).
-Two April Open Houses (125 attendees).
Website and Social Media (Online surveys and newsletters).
EARLY ACTIONS ITEMS (SAMPLING)
Retail Study
Performed by TheRetailCoach, and the
Goal - better define our primary and secondary retail trade area, and identify leakage or gaps where the region is underserved by particular types of retail.
Recommendations:
Enhance marketing efforts and recruitment of retailers, brokers and developers.
Pitch Kerrville to retailers and developers as a Retail Trade Area Population – not just a city limits or county population.
Begin keeping an updated database of available sites.
Recognize that Kerrville is competing with communities throughout the region and state for retail development.
Begin attending and taking a proactive role at retail industry trade shows
Continue investing in wayfinding and marketing efforts to help drive customers to other areas of Kerrville
Take a long term approach - typical development project takes anywhere from 12-36 months.
Consider developing a Kerrville retail specific website.
Downtown Kerrville - continue to recruit entertainment venues and eating establishments that stay open late.
Identify one entity in the community that focuses on retail recruitment, responsible for building and maintaining relationships with retailers, brokers and developers.
Hotel Study
The City commissioned an updated hotel/convention center study in February, 2018.
Performed by McCaslin Hotel Consulting
Purpose -to perform a market analysis regarding current and future lodging and meeting/event demand.
Study addressed new hotel/room supply, mix of demand, and projected demand growth.
Deliverables:
Recommendations concerning hotel facilities
Type
Number of guest rooms
Size of meeting spaces
Food and beverage facilities
Brand affiliation
Other customer amenities
Fair share analysis
Economic and employment impact report
A forecast of future financial performance
A gap analysis for a public-private partnership
To determine probable public investment required to make the project feasible for a private developer.
This is a complex project. The City is continuing to perform due diligence on possible partners, possible sites and potential funding sources.
Downtown Tax Increment Reinvestment Zone
Enabled by Tax Code, Chapter 311.
Approximately 313 TIRZs have been created in Texas - Most successful downtowns have a TIRZ in place.
Cities, alone or in partnership with other taxing units, can use this tool to pay for improvements in a zone so it will attract new development, facilitate investment, and bring interest and energy to a designated area.
How does it work?
Taxing entities contribute ad valorem taxes received from incremental value increases on property within the TIRZ above what is collected in the base year the TIRZ is established.
Two ways to create tax increment:
1) New construction/investment; and/or
2) Annual appreciation of real property
What can a TIRZ Pay For?
Cost of public works;
Public improvements;
Economic development programs; or
Other projects benefitting the zone
Why create a TIRZ?
Catalyst to attract even more potential developers and investment into an area (that may not otherwise occur)
Demonstrates commitment to creating a sense of place and identity
Benefits an area at large rather than being project specific
Provides a funding source without impacting current general fund revenues.
Does not impose a new tax - Uses improvements to spur development and raise property values within a zone. Then it captures some of the tax collected on that increase in value into a fund that pays for the improvements.
In this case, capture of sales tax is not recommended.
Any taxing unit that collects ad valorem taxes from property in the TIRZ may participate, but only a city or county can initiate a project and create a TIRZ.
Projected TIRZ Revenue
To fund public improvements, the City would contribute a % (yet to be determined) of its real property increment for the following possible projects:
Water Facilities and Improvements
Sanitary Sewer Facilities and Improvements
Storm Water Facilities and Improvements
Transit/Parking Improvements
Street and Intersection Improvements
Open Space, Park and Recreation Facilities and Improvements
Economic Development Grants
Administrative Costs
Potential TIRZ Revenue (Gross - based on 30-year term) at:
50% - $9,637,154
75% - $14,455,730
100% - $19,274,307
Potential Boundaries:
OTHER IMPORTANT ACTION ITEMS
Long Range Water Supply (Including Reuse Water)
Development Services (address staffing, process and code challenges)
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Club Administrator: Caroline Wilson, (512) 787-7964