BOND ADVISORY COMMITTEE MEETING #5
Wednesday, June 25 · 5:00 p.m.
01
WELCOME
ARTHUR LOUIS CHAIR
DAVID MOORE
JOHNNY BEATTY
PAMELA WISE
ANDY CHICA
JOSEPH MAJDALANI
KATIE CELLI
RHONDA RUBEN
DOHN LABICHE
JENNIFER JOB
MIKE DELUNA
SAM PARIGI
TAYLOR NEILD
JOHN WILSON
SAIF QURAISHI
SEAN VILLERY-SAMUEL
ALEXIA MORGAN
BOND ADVISORY COMMITTEE
Councilman Turner
Councilman Samuel
Councilman Durio
City Manager
City Manager
Councilman Hillard
Mayor West
City Manager
Councilman Hillard
Mayor West
Councilman Feldschau
Councilman Samuel
Councilman Crenshaw
Councilman Feldschau
Councilman Crenshaw
Councilman Turner
Councilman Durio
JEFF BARTON AICP
KARA BUFFINGTON
JOEY OCHOA
GAP STRATEGIES TEAM
Project manager
Deputy project manager
Senior urban planner
ANDRES GONZALES
SAVANNAH KEE
CALEB ROBERTS AICP
RON WHITEHEAD
CLINT GARZA
FARZINE HAKIMI
TODD PHELAN
Community outreach
Mapping / GIS
Planning support
Management expertise
Economic development
Placemaking
Audio / video
AGENDA + GOALS
02
WELCOME
DOWNTOWN
AGENDA + GOALS
PRIORITIZATION
WHERE WE ARE
REFINE DECISIONS
01
04
02
05
03
06
MEETING AGENDA
Introductions and housekeeping
Downtown + economic development priorities
Setting the table and our goals tonight
Prioritize tonight’s projects into tiers
Updated and context for tonight
Tweak priorities; check against costs
OPEN HOUSE
NEXT STEPS
ADJOURN
07
08
09
MEETING AGENDA, CONT.
Plans for upcoming open house (July 12)
What happens before our next meeting�(July 22)
Thank you for being here tonight
OUR GOALS FOR TONIGHT
01
02
03
Prioritize downtown projects
Firm up priorities from last two meetings,and weigh revised priorities against each other – and against tax impact
Review plans for the upcoming open house
PROJECT TIMELINE
03
WHERE WE ARE
WHAT’S CHANGED
Homework results + staff, council, and committee feedback since last meeting:
A MAJORITY SAID…
CITY STAFF SAYS…
HOMEWORK RESULTS: POLICE STATION
The city should do a facilities study now, and a police station later
City administration feels good about that direction – gaining more information and more reliable budget numbers before proposing police station specifics
YOUR FEEDBACK …
CITY STAFF SAYS …
HOMEWORK RESULTS: GOLF COURSE
Results were mixed on the golf course
Golf course is at a critical point
WHAT GOES INTO THE PROCESS
TRANSLATING THIS INTO OUR WORK SO FAR
LAST MEETING: INFRASTRUCTURE
WHERE WE LANDED
Parks / Rec / Trails $34 - $72 million +
Facilities / Public Safety $15 - $91 million +
Infrastructure $14 - $66 million*
Downtown $0 - $64 million
Possible Standalone Projects $25 million?
Total Before Meeting $209-$440 million
Current Working Total $49 - $254 million +
*Associated water/wastewater and drainage has been added
POSSIBLE BOND BEGINNING TO TAKE SHAPE
ROADS, SIDEWALKS – AND POSSIBLY DRAINAGE (TBD)
DECISIONS TO BE MADE
POTENTIAL PROPOSITION: INFRASTRUCTURE
Up to $75 - $85 million, if include all roads + a new drainage project
ANIMAL CARE AND FIRE STATION
DECISIONS TO BE MADE
POTENTIAL PROPOSITION: FACILITIES
About $15.5 million, with city-wide facilities study now and police station later (need to add $75 million+/- if include police station on this bond)
DOWNTOWN SPORTS COMPLEX AND RIVERFRONT PARK EXTENSION + POSSIBLE SMALL SECURITY PROJECT
DECISIONS TO BE MADE
POTENTIAL PROPOSITION: DOWNTOWN
About $63 million for the two large projects + security cameras downtown
RANGE OF IMPROVEMENTS ACROSS THE CITY
DECISIONS TO BE MADE
POTENTIAL PROPOSITION: PARKS / REC
There are $34 million worth of projects now in Tier 1, with a big drop in ratings to Tier 2. There are about $38 million in Tier 2.
ANY MAJOR PROJECT COULD BE A SEPARATE PROPOSITION
DECISIONS TO BE MADE
OTHER “STAND ALONE” PROPOSITIONS
There are pros and cons, but this would allow an individual project to be considered by voters without affecting other projects of a similar nature. For example, the golf course could be broken out from Parks and Recreation to be its own proposition.
A POSSIBLE BOND PACKAGE EXAMPLE
INFRASTRUCTURE
$66 - $76 million
FACILITIES
$15.5 million
PARKS / REC
$35 million
DOWNTOWN
$63 million
STAND ALONE *
$24.5 million
A
B
C
D
E
* Could be golf course or other
Note: In this scenario, the total of all props is roughly $214 million – or, very approximately $12 - $14 per month on the average home in Beaumont. This is an illustration of where we are, or might be, in discussions. It’s a conversation starter.
PRICE CHECK
DOWNTOWN
04
Christina Lokey CDME, CTE, TDM Economic Development Manager
Economic Overview
of Beaumont, Texas
DOWNTOWN DEVELOPMENT
RIVERFRONT PARK EXTENSION
2 PROJECTS
RIVERFRONT LANDING
SPORTS COMPLEX
1975 Plan
1987 Plan
2008 Plan
2022 Plan – “Vision 2035”
2022 Plan
Riverfront Park
RIVERFRONT PARK EXTENSION: RIVERFRONT LANDING
how we bring it to life.
Project Overview
RIVERFRONT PARK EXTENSION: RIVERFRONT LANDING
RIVERFRONT PARK EXTENSION: RIVERFRONT LANDING
Beaumont’s Strategic Plan
Reflecting the Will of the Council, Shaping the Future of Our City
RIVERFRONT PARK EXTENSION: RIVERFRONT LANDING
Walkway to Riverfront Park
THE VISITOR ECONOMY
$391.9 million
Up 8.8% year-over-year
$33.5 million
Up 9.7% year-over-year
31.4% local tax receipts
68.6% state tax receipts
Downtown Must Be a Destination. Not a Detour
To Maximize Return,
We Must Maximize Experience
BEAUMONT SPORTS COMPLEX
A Catalyst for Tourism, Revenue & Revitalization
A state-of-the-art indoor sports and event
facility designed to anchor downtown tourism
and generate year-round economic activity.
Built to host a wide variety of sports and events, including:
Basketball & Volleyball
Pickleball & Esports
Gymnastics, Cheerleading, Baton Twirling Wrestling, Boxing, Martial Arts
Dance Competitions, Table Tennis, Futsal
Special Olympics, Youth Leagues, and more
Flexible, multi-court layout designed for both competition and community recreation.
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'.'.'.'.'.'.'.'.'.'.'. SITE PLAN_ENLARGED
...........
CONCEPT
COMPLE
A
GOAL 1 GREAT PLACE TO LIVE
Objectives
●
Expand the local economy with quality job and career opportunities
●
Expand recreational and leisure options for all
●
Develop Beaumont as a sports tourist destination
B
MEET J.D. Wood
Regional Vice President of Strategic Development The Sports Facilities Companies
15+ years of experience in sports tourism, event development, and facility operations
Earned both bachelor’s and master’s degrees from Texas A&M
University
Previously served in leadership roles at:
City of College Station
Dallas Convention & Visitors Bureau National Senior Games
Texas A&M University
Dallas Sports Commission – where he helped secure the 2026 World Cup for Dallas
Led the opening of Publix Sports Park (formerly Panama City
Beach Sports Complex) as General Manager
MEET DAN MORTON
Dan has been with SFC since 2012 as a market research and document specialist, and today serves as strategic advisor – leading SFC’s team of market specialists and business analysts through the development of market studies, financial forecasts, economic impact analyses, feasibility studies, and existing facility optimization plans.
Notable Projects
Legends Sports Complex, The Woodlands, TX City Beach Volleyball, Fremont, CA
Aviator Sports & Events Center, Brooklyn, NY BucksMont Indoor Sports Center, Hatfield, PA Greater Lansing Sports Authority, Lansing, MI The HUB Recreation Center, Marion, IL
Hill Country Indoor Sports Complex, Bee Cave, TX
Myrtle Beach Sports Center, Myrtle Beach, SC
R SPORTS FACILITIES
1:1COMPANIES
OUR MISSION:
TOIMPROVE THE HEALTH AND ECONOMIC VITALITY OFTHE COMMUNITIES WESERVE
SERVICES OVERVIEW
FACILITY PROGRAM & OPINION OF COST
Here’s what we’ll cover:
Facility Program
6-Court Option
Summary – 95, 000 SF
Facility Program
8-Court Option
Summary – 116,000 SF
Without FEC = 103,000 SF
GOAL 2 FINANCIALLY SOUND CITY PROVIDING EXCELLENT SERVICES TO THE COMMUNITY
Objectives
Opinion of Cost
Indoor Facility
Summary
Notes
reserve for operations
FINANCIAL PERFORMANCE BENCHMARKS
Here’s what we’ll cover:
Industry Benchmarks
Revenue, Expenses, Economic Impact
Annual Cost Recovery | |||||||
Indoor Sports Tourism Facilities | | ||||||
70% | 80% | 90% | 100% | 110% | 120% | 130% |
Performance Range
Revenue & Expenses
Performance Range
Economic Impact
Why Economic Development
Matters in This Bond
Sales tax, property tax, job creation, and tourism fund public services and infrastructure.
Some projects must generate a return to support long-term investment in streets, safety, and quality of life.
Parks, public spaces, and downtown enhancements help retain talent, support workforce, and attract new residents.
DOWLEN ROAD EXTENSION
underutilized land for
commercial and residential growth
$373M
revenue over 20 years
More Than a Road: A Revenue Engine
PHELAN AND DOWLEN
vibrant commercial corridors
infrastructure fuels taxable growth.
Investing in Safety While Planning for Growth
Three Strategic Actions:
Strategic investment isn’t just about what we build. It’s about protecting what we’ve built.
TOURISM IS ECONOMIC DEVLEOPMENT
More visitors = more revenue.
More revenue = more reinvestment in infrastructure, public safety, and the services residents rely on.
These are big decisions you're faced with—decisions that will shape the future of Beaumont for years to come. And as you prioritize, I encourage you to ask:
Will this dollar work for the city?
Will it drive growth, and strengthen our workforce?
Will it generate long-term revenue or just create short-term expense? Will it expand our population and tax base?
GOAL 3 VIBRANT DOWNTOWN/RIVERFRONT
Objectives
Downtown and Riverfront
●
Develop Riverfront Trail with recreational amenities
●
Have a Downtown hotel and conference center
●
Have more people living in Downtown
●
Have a more attractive and inviting Downtown/Riverfront
●
Expand businesses in Downtown
VISITOR DATA
VISITOR DATA
VISITOR DATA
VISITOR DATA
GOAL 4 LIVABLE NEIGHBORHOODS: OLD & NEW
Objectives
achieve an attractive, beautiful community
community
●
Expand community/private sector partnerships
GOAL 5 UPGRADED CITY FACILITIES AND INFRASTRUCTURE THROUGH INVESTMENTS
Objectives
flood protection system
●
Renovate and upgrade parks, playgrounds, and trails
Community Investment Plan
The FY 2026–2030 Community Investment Plan includes 7 major projects to transform downtown into a connected, walkable, and thriving destination:
Sports Com plex
Downtown Planning History & Riverfront Vision
PRIORITIZATION
05
06
REFINE DECISIONS
CURRENT TIER 2 PROJECTS
WE START WITH DOWNTOWN PRIORITIES
Riverfront Park Extension $12.5 million
Downtown Sports Complex $49.5 million
Other (“big bang for smaller bucks”) $?
ECONOMIC / COMMUNITY DEVELOPMENT PROJECTS
COMMUNITY SURVEY ON DOWNTOWN
PAST WORK
PRIORITIES VS. PRICE TAG
THEN WE’LL REVIEW AND REFINE
MENTIMETER VOTING
01
02
03
Grab your smartphone
Head to www.menti.com
Enter the code:
2559 1208
www.menti.com|
REMINDER
For now, no specific dollar target. Just your priorities!
“In this bond”
TIER 3
TIER 2
TIER 1
“Maybe”
“Not in�this bond”
PROJECT MATRIX
PROJECT MATRIX
What do we need questions about
PLACEHOLDER
ROADS - REQUESTS FOR MORE INFO
PLACEHOLDER
DRAINAGE - DISCUSSION NEEDED
PLACEHOLDER
“BIG BANG FOR SMALL BUCKS” PROJECTS
PROJECT MATRIX
OPEN HOUSE
08
OPEN HOUSE BASICS
Citizens can attend an in-person event on Saturday, July 12 from 10:00 a.m. to noon
LEARN + SHARE
ONLINE
IN-PERSON
People can also participate in the same open house online from�July 4 - 13
Residents can learn about our process, what’s happened so far, and share their thoughts
OPEN HOUSE BASICS
NO FORMAL PRESENTATION
Meeting to have a come-and-go format
COME AND GO
No set program or presentation
FORCED FLOW
Participants will be guided in a set direction to view exhibits
SELF-PACED STATIONS
Information can be absorbed at visitor’s
own pace
INTERACTIVE
Interactive polling and�ways to express opinions
WHAT WE’LL BE SHARING
HEARING BACK FROM RESIDENTS
If the committee is headed in the right general direction
WHAT WE WANT TO LEARN
HEARING BACK FROM RESIDENTS
If the committee is headed in the right general direction
WHAT WE WANT TO LEARN
A look at some�projects that we’re�not certain about
HEARING BACK FROM RESIDENTS
If the committee is headed in the right general direction
WHAT WE WANT TO LEARN
A look at some�projects that we’re�not certain about
What citizens might�be prepared to pay�per month to get�these projects
NEXT STEPS
07
NEXT MEETING: JULY 22
MARK YOUR CALENDARS…
ON YOUR CALENDAR
HOMEWORK
ACTION ITEMS AND ASSIGNMENTS
Spread the word about the open house (virtual and in-person)
THANK YOU
JEFF BARTON AICP
KARA BUFFINGTON
jeff@gapstrategies.com�512.964.0918
kara@gapstrategies.com�512.663.1719
Please keep this slide for attribution.
THE PROJECT MATRIX