Douglasville Convention and Visitors Bureau Inc

Nonprofit profile at a glance

EIN
833058823
IRS 990 coverage
2019–2024
Forms available
Form 990 2024
Location
Douglasville, GA, USA
Phone
6784493096
Rating
83
Verdict
STRONG
Rating confidence
Moderate
Sector
Business and Industry

Reported finances

Revenue
$1,189,027
Expenses
$1,496,853
Assets
$1,609,158
Liabilities
$762,454

Source: IRS Form 990. Selected filing: tax year 2024. Amounts in USD.

Leadership & pay

3 people listed

Executive titles in this filing

  • MARCIA FRAZIER (CEO)

People named in this filing

  • MARCIA FRAZIER (CEO)
  • KARIN CALLAN (CFO)
  • MIRANDA JORDAN (SECRETARY)

Selected names, not a complete roster or a statement of current roles. Open leadership details for the complete filed list.

Source: IRS Form 990. Selected filing: tax year 2024. Names and roles reflect this filing, not necessarily current officeholders.

Overview

Mission

The douglasville convention & visitors bureau (cvb) serves as the destination marketing organization (dmo) for the city of douglasville. It is the objective of the cvb to represent all segments of the hospitality industry which attract visitors and thereby increase awareness of tourism in the area. As well as promoting the economic development of douglasville by focusing on enriching the quality of life in douglasville/douglas county through promoting and attracting events and activities that will invite visitors to our area. To achieve this the cvb produces and distributes a variety of brochures, ads, sponsorships and other marketing collateral as well as hosts/supports various events that promote increasing tourism to douglasville.

What it reported doing in 2024

The douglasville cvb received and fulfilled inquiries from residents, visitors and meeting planners by sending out information packets containing visitors guides, rack cards, maps, event information and local publications specific to the information that has been requested. This task was performed as soon as the request comes into the office by cvb staff as a way of marketing/advertising douglasville to prospective visitors. The cvb also received and disseminated rfp information to local venues and hoteliers. It is the role of the cvb to act as a liaison on behalf of the event/meeting planner and the vendor. To encourage the various planners to select douglasville for their meeting destination, proposal packets were prepared by cvb staff and mailed out to show the amenities and various attributes as to why douglasville should be selected as their event/meeting location. The douglasville cvb is the prime location for the same audience mentioned above to receive information on the immediate area, as well as, various cities and tourist attractions around the metro atlanta region and other regions in the state. National travel & tourism week, is celebrated nationally during the first full week in may and its purpose is celebrating the contributions and accomplishments of the u.s. Travel community as well as on a local level. The douglasville cvb hosted a week long celebration each year that is in keeping to that years theme. The family reunion workshop is designed to help those who are planning a family reunion, gather helpful information on various vendors, attractions and accommodations that are available to them. It promotes west Georgia's reunion industry vendors and gives participants a better understanding of what to expect during the planning process. This event was started in 2009 and each year this event continues to grow with the changing market of reunion trends.

Operating model

Revenue model
Earned-program. 98% of the money available for current operations came from fees and other program revenue.
Distribution model
Direct operator. The filing allocates 100% of reported program-service expenses outside its grant, affiliate-payment, and member-benefit lines. This expense classification does not rule out separately announced grant awards.

The verdict

STRONG - A large share of available resources goes toward mission work and the filed numbers largely add up. Some filing-based governance responses are negative or unanswered and expenses are high relative to revenue.

Rating breakdown

  • Financial Efficiency: 89
  • Transparency & Controls: 90
  • Accountability: 70
  • Sustainability: 28
  • Growth: 100

Detailed rating inputs

Financial Efficiency

  • Mission deployment rate: 100%; rating input score 100
  • Program expense ratio: 100%; rating input score 100
  • Fundraising efficiency: Limited

Transparency & Controls

  • Consistency checks: 100%; rating input score 100; 63rd percentile among comparable filings
  • Pay-setting controls: Limited
  • Foreign activity oversight: Limited
  • Grant itemization coverage: Limited
  • Major donor itemization: Limited
  • Related-party transparency: Limited

Accountability

  • Independent voting board: 100%; rating input score 100; 63rd percentile among comparable filings
  • Governance controls: 2 of 7 controls in place; rating input score 29
    • Conflict-of-interest policy: Fail
    • Whistleblower policy: Fail
    • Document-retention policy: Fail
    • CEO compensation review process: NotApplicable
    • Other executive compensation review process: NotApplicable
    • Form 990 shared with the board: Pass
    • Board meeting minutes documented: Pass
    • Audit committee oversight: Missing
    • Independent financial-statement audit: Fail

Sustainability

  • Operating margin: -25.9%; rating input score 7; 7th percentile among comparable filings
  • Total-asset coverage ratio: 1.08; rating input score 45; 45th percentile among comparable filings
  • Liabilities to assets ratio: 0.47; rating input score 17; 17th percentile among comparable filings
  • Officer compensation ratio: 0%; rating input score 81; 81st percentile among comparable filings

Growth

  • Program expense growth: 14.9% per year; rating input score 100; 75th percentile among comparable filings
  • Revenue growth: 11.3% per year; rating input score 100; 70th percentile among comparable filings
  • Asset growth: 15.8% per year; rating input score 100; 74th percentile among comparable filings

Details

  • Where the money goes: 100% of revenue deployed · 100% of spending went to programs
  • Governance: 3 of 3 board members independent · 2 of 7 filing controls reported
  • Programs: 1 filed program accomplishment
  • Leadership: top reported pay $0 · 3 people listed
  • Consistency: 20 of 20 current checks pass
  • Schedules: 3 filed schedules
  • Filing history: 2 filing years from 2019 to 2024
  • Contacts: How to reach this organization
  • Grant readiness: Federal tax and exclusion status, award history, and grant-maker relationships.
  • People: Everyone the filings name, and which of them the filings identify by more than a name.

Key Signals

Signals prioritize questions for review. They are not findings of misconduct.

Grant-readiness screening is separate from the live rating, not a measure of program quality. Review the source records before making a grant decision.

  • High — Accountability: Governance controls: 4 of 6 not reported.
  • High — Sustainability: Operating margin scored 7/100.
  • Moderate — Sustainability: Total-asset coverage ratio scored 45/100.
  • High — Sustainability: Liabilities to assets ratio scored 17/100.
  • High — Grant Readiness: Automatic revocation: this organization had its federal tax-exempt status automatically revoked.